000			00595nab|a22002177a|4500
999			_c63930 _d63922
001			63930
003			MX-TxCIM
005			20210709224110.0
008			200722s2004||||xxk|||p|op||||00||0|eng|d
022			_a1087-8572
024	8		_ahttps://doi.org/10.1108/10878570410699825
040			_aMX-TxCIM
041			_aeng
100	1		_aKaplan, R.S. _921101
245	1	4	_aThe strategy map : _bguide to aligning intangible assets
260			_aUnited Kingdom : _bEmerald Group Publishing, _c2004.
500			_aPeer review
520			_aAdvice to senior management on how to use the balanced scorecard measurement system and the strategy map, a visual representation of the components of an organization’s strategy to leverage a corporation’s intangible assets. These include human capital; databases and information systems; responsive, high‐quality processes; customer relationships and brands; innovation capabilities; and culture. The author’s hypothesis: because an organization’s intangible assets may easily represent more than 75 percent of its value, then its strategy formulation and execution need to explicitly address their mobilization and alignment. The balanced scorecard tool and strategy map offer a framework to measure intangible assets and to describe strategies as a series of cause‐and‐effect linkages among objectives. They provide a language that executive teams can use to discuss the direction and priorities of their enterprises. This article also presents a case study of Crown Castle International, Inc.
546			_aText in English
650		7	_aCorporations _2AGROVOC _921102
650		7	_aStrategies _2AGROVOC _95719
650		7	_aManagement _2AGROVOC _93463
650		7	_aHuman capital _2AGROVOC _98475
700	1		_921103 _aNorton, D.P.
773	0		_dUnited Kingdom : Emerald Group Publishing, 2004. _x1087-8572 _gv. 32, no. 5, p. 10-17 _tStrategy & Leadership
942			_cJA _n0 _2ddc