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Defining and exploring social media platforms
When exploring how emerging media and internet technologies are transforming organizations, leaders and managers need to take be able to differentiate the respective roles and effects of virtual collaborative projects, blogs, content communities, social networking sites, group decision technologies/processes, and virtual social worlds in organizations. In addition, leaders and managers need to also be able to identify the problems and solutions within social media, while exploring how emerging media and internet technologies are transforming organizations. Accordingly, differentiating the respective roles and effects of virtual collaborative projects, blogs, content communities, social networking sites, group decision technologies/processes, and virtual social worlds in organizations, enables us to develop a theory for how ICT’s like social media, networking websites, email, can affect group decision-making and leadership in organizations. In the end, leaders and managers are able to examine the social construction of inequality across gender, ethnic, and racial lines in U.S. society over the twentieth century.

Social Entrepreneurship VS Traditional Entrepreneurship Model
Week 2, Discussion 1

Social media and networking tools can be both a problem and a solution in organizations. Accordingly, social media and networking can assist organizations in developing systems and standards, along with opportunities to not only solve problems but to work in an uncertain and complex world. On the other hand, if these systems and rules are not in place, it is likely that the organization is going to experience unwanted types of tension between employees and all interested parties. As such, to mitigate these issues, it is safe to say that social media and network uses two types of social entities to resolve problems, manage change, and become an innovative organization: social entrepreneurship and traditional entrepreneurship.

Social Entrepreneurship
According to Bacq and Janssen (2011), social entrepreneurship is the action of un-lucrative leaders/managers who pay increased attention to the global market, while accomplishing the organizational mission. Social entrepreneurship uses three models: 1. Social Bricoleur, 2. Social Constructionist, and Social Engineers. When leaders execute these actions and models, they are also able to balance the culture and climate of an organization, thus increasing the employees/workers motivation and creating a welcoming and fruitful environment.

Traditional Entrepreneurship
On the other hand, the traditional entrepreneurial entity (Zeyen, Beckmann, Mueller, Dees, Khanin, Krueger, & Zacharakis, 2013) occurs when change leaders or change managers per se plan, coordinate, and execute a task/mission using a sequential, procedure, or static type of methods. In other words, adaptive efficiency is a method that solves problems and takes a longer time. An instance of this phenomenon is the seven steps to problem explaining, which is a tool that leaders/managers can use to solve complex problems. Simultaneously, leaders/managers are not only trying to solve a problem, but they are also considering how to mitigate risks while exercising their creative and critical thinking skills. In this method, time is essential, but there is no urgency; thus, leaders/managers have more time to plan for the problem.

Conclusion
Consequently, both entities are vital to any organization because combined they provide not only the foundations and standards of an organization but the flexibility for the organization to strive in our uncertain and complex world.

References

Bacq, S., & Janssen, F. (2011). The multiple faces of social entrepreneurship: A review of definitional issues based on geographical and thematic criteria. Entrepreneurship and Regional Development, 23(5-6), 373. Post, T. (2012). Are you an entrepreneur? Forbes.Com, 8. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=bsh&AN=76576708&site=eds-live&scope=site

Zeyen, A., Beckmann, M., Mueller, S., Dees, J. G., Khanin, D., Krueger, N., Zacharakis, A. (2013). Social entrepreneurship and broader theories: Shedding new light on the 'bigger picture'. Journal of Social Entrepreneurship, 4(1), 88-107. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.646.1821&rep=rep1&type=pdf

Relevant Theories
Week 2, Discussion 2

Social Entrepreneurship and Broader Theories of Management
In 2009, Filipe Santos founded these theories with the intent to develop a benefit for society, through the construction of workable solutions to neglected societal difficulties. These theories display certain advantages associated with profitmaking approaches that deal with issues that exhibit positive externalities (Zeyen, Beckmann, Mueller, Dees, Khanin, Krueger, & Zacaharakis, 2013). An example of these theories is exhibit when organizations attempt to contribute to disadvantaged or excluded populations, who are likely not receiving any aid from the local, state, or federal government.

Entrepreneurship Theory
Entrepreneurship theory has two entities known as commercial entrepreneurship (or traditional entrepreneurship) and social entrepreneurship. On a personal level, social entrepreneurship assists individuals to forget about their self-interest and instead focus on resolving problems (Zeyen et al., 2013). In other words, it is not about me, but about the team and the outcomes that this team is likely to produce. In the end, the center of gravity of social entrepreneurship theory is finding a solution to the problem by using partnerships and the influence of beneficiaries to produce societal value. On the contrary, commercial entrepreneurship addresses the most profitable opportunities. In other words, why am I doing this? What is the personal gain if I conduct X, Y, and Z?

Traditional Management Theory
In traditional management theory, an organization focuses on the organization keeping the values for themselves, stakeholders, or interest parties by organizing work (Zeyen et al., 2013). Thus, this organization has several limitations, but one is very noticeable, which is that it is unable to take advantage of other opportunities that may affect the organizations' overall effectiveness. In the end, the center of gravity of this theory is the organization. The traditional management theory uses different aspects that enable organizations and individuals to be effective: 1. Planning, Decision Making, Direction, and Measuring (Barney, 1990).

Human Capital Theory
Jennifer Walske, Mariarosa Scarlata and Andrew Zacharakis, developed the theory and references back to a 1960 article created by Theodore Schultz (Holden & Biddle, 2017; Zeyen et al., 2013). The human capital theory refers to the capabilities, knowledge, social, and individual attributes personified in the ability to generate core and quantifiable economic value. The theory applies mainly to brand new organizations or organizations that may need to develop or implement new standards, along with acknowledging some of its particular aspects: 1. Venture capital, 2. finance, 3. entrepreneurship, 4. management, and 5. consulting experiences (Zeyen et al., 2013). In other words, the theory views humans and individuals as economic pieces performing as their economy, along with using a unique perspective on the organization resources.

References

Barney, J. B. (1990). The debate between traditional management theory and organizational economics: Substantive differences or intergroup conflict? Academy of Management Review, 15(3), 382–393. Retrieved from https://doi-org.proxy-library.ashford.edu/10.5465/AMR.1990.4308815

Holden, L., & Biddle, J. (2017). The introduction of human capital theory into education policy in the United States. History of Political Economy, 49(4), 537–574. Retrieved from https://doi-org.proxy-library.ashford.edu/http://hope.dukejournals.org/content/by/year

Zeyen, A., Beckmann, M., Mueller, S., Dees, J. G., Khanin, D., Krueger, N., Zacharakis, A. (2013). Social entrepreneurship and broader theories: Shedding new light on the 'bigger picture'. Journal of Social Entrepreneurship, 4(1), 88-107. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.646.1821&rep=rep1&type=pdf (Links to an external site.)

ELINOA2930 (talk) 05:30, 8 March 2019 (UTC) ELINOA2930 (talk) 06:34, 8 March 2019 (UTC)

Annotated Bibliography
Week 3, Discussion 1 & Week 4, Discussion 2

Emotional Intelligence 2.0
Bradberry, T., Greaves, J., & Lencioni, P., P., (2009). Emotional Intelligence 2.0. TalentSmart. San Diego, CA One of the tools that can be used in conjunction with program evaluation is known as the Emotional Intelligence 2.0. The Emotional Intelligence 2.0 is a self-report assessment that is use when individuals want to learn about their individual skills along with social skills. Moreover, the assessment helps individual to known themselves in order to help them help others by identifying an individual’s weaknesses and strength, along with the ability to ask for help when the individual needs assistance. Once the leader understands his/her flaws and strengths, then he/she can implement systems or reports like the emotional intelligence 2.0 assessment to understand his/her junior staff members. The test is divided into two categories named personal competence and social competence. The category named personal competence is sub-divided into two EI/EQ components, (1) self-awareness (what I see) and (2) self-management (what I do), which help regulate how well an individual knows themselves. Whereas, the category named social competence is subdivided into two EI/EQ components, (1) social-awareness (what I see) and (2) relationship-management (what I do), which help leaders to identify and manage the emotion of others in order to form fruitful relationships (Boyatzis & McKee, 2005). Consequently, once a leader understands the importance of knowing oneself, then he/she can use instruments like Emotional Intelligence 2.0 to understand his/her staff.

Six Sigma, Institutional Theory, and Klein and Sorra Implementation Effectiveness Model
Braunscheidel, M. J., Hamister, J. W., Suresh, N. C., & Star, H. (2011). An institutional theory perspective on six sigma adoption. International Journal of Operations & Production Management, 31(4), 423-451. doi: http://dx.doi.org/10.1108/01443571111119542

Per Braunscheidel, Hamister, Suresh, and Star (2011), Six Sigma is a great tool use to improve employee performances and customer service. In addition, Six Sigma is a redevelopment of Total Quality Management and adds three new practices. These practices include a role configuration, a structured enhancement procedure, and a focus on statistics. However, there is little evidence indicating why any organization would adapt Six Sigma. As such, Braunscheidel et al., (2011) recommends using the Institutional Theory to explain why any organization would adapt Six Sigma. One of the reasons is because Institutional Theory suggests that organizations do not just race for assets and clienteles but also deal with pressure to abide by the ethical and social standards. Failure to do so may hampered the organizations reputation and legitimacy, thus affecting its ability to protect its assets and community support. Accordingly, the Institutional Theory uses three institutional isomorphic change mechanism individually or in concert with each other known as 1. Coercive, 2. Mimetic, and 3. Normative.

The study also recommends also using the Klein and Sorra Implementation Effectiveness Model to explain why organizations choose to adopt Six Sigma. The model focuses on implementation effectiveness, which uses the organization’s climate and the view of fit amongst the projected innovation and the ideals of the employees. For example, the Coca-Cola Company climate of a given innovation refers to targeted employee’s shared summary perceptions associated with the program’s reward systems, and overall support from the leadership. To understand why an organization would adopt Six Sigma, the study suggests using both institutional theory, and the Klein and Sorra Implementation Effectiveness Model. In the end, the article ends with acknowledging that in order for Six Sigma to be effective it needs to be in combination with other techniques and approaches available. Although Six Sigma does, a great job concerning assessing an organizational effectiveness it does not assess employee’s motivation and innovation levels.

Diversity in the Workplace
Cook, A., & Glass, C. (2014). Do diversity reputation signals increase share value? Human Resource Development, 25(4), 471-491. doi:10.1002/hrdq.21183

Organizations decision makers are starting to comprehend the significance of diversity in the workplace. Organization leaders are encouraged to promote equality and fairness at work. Little examination has been directed on whether or not diversity and inclusion efforts transform into progress. Consequently, this study can help the researcher to further analyze the diversity and inclusion efforts within the Coca-Cola Company. Additionally, researchers continue to dispute the association between an organization’s efforts and financial success. Cook and Glass (2014) provided a brief summary of the signaling theory, which provides different ways that reputation-based signals will be understood by signal receivers. In other words, this refers to careful efforts to communicate positive facts about positive advantage. Evidence indicates that signals may lose power over time and the first adopters of diversity and inclusion policies are likely to experience a stronger spike in share price than later adopters. Further, the forecast is that investors' reply to the signal is most likely going to be fortified when multiple awards and promotions are received. ELINOA2930 (talk) 03:35, 15 March 2019 (UTC)

Combining Social and Traditional Entrepreneurship Approaches
Niebecker, K., Eager, D., and Kubitza, K. (2008). Improving cross-company management performance with a collaborative project scorecard. International Journal of Managing Projects in Business, 1(3): 368-386. doi:10.1108/17538370810883828

Managing a company without clearly defined objectives or strategies have become the new norm, especially when these companies have competing cross-company product development projects or portfolio management projects. Hence, with the movement towards combining social entrepreneurship and traditional entrepreneurship, project transparency decreases, and status measurement becomes problematic if managers are not abreast of techniques that can help to solve these problems. Accordingly, to overcome these difficulties, the quality of effective communication by companies such as the Coca-Cola Company needs to be improved. Per Niebecker, Eager, and Kubitza (2008) recommend organizations to use the ProSTEP-iVIP reference model or models that are alike to manage time, tasks, and communications. The ProSTEP-iVIP reference model enables the project management office (PMO) of any organization to go beyond the traditional balanced scorecard methodology, providing an approach for monitoring portfolio management projects by aligning collaborative project goals with the business strategy. In other words, when organizations use the ProSTEP-iVIP reference model, they have entirely transitioned into utilizing social entrepreneurship techniques, enabling users to apply independent internal project management processes according to the standard, along with allowing the company to standardize external project management processes.

Some of the tools that the ProSTEP-iVIP reference model uses: 1. Interaction chains, 2. Issue lists, and a 3. Communication matrix. The ProSTEP-iVIP reference model uses different levels to standardize external project management processes such as level one (product development processes (PDP) – technical exchange), which triggers continuous project management processes, Level two (project management - reference and model). The overall end-state of ProSTEP-iVIP reference model is to ensure that the process levels within the level one and two are continually interacting and synchronizing their activities. In other words, collaboration in this reference model is critical. Therefore, ProSTEP-iVIP reference model increases all parties’ involved intercultural competence, leading to effective communication behaviors, and culminating with the achievement of the desired objects of the interactions. The ProSTEP-iVIP reference model is an example of how a researcher can use traditional entrepreneurship techniques such as a balanced scorecard, and add additional tools to enhance such tool and increase the overall organizational effectiveness.

Hybrid Organizations
Hockerts, K. (2015). How hybrid organizations turn antagonistic assets into complementarities. California Management Review, 57(3), 83. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=edb&AN=103146036&site=eds-live&scope=site

Hockerts (2015) study suggested that although hybrid organizations face different types of challenges, organizations can overcome these challenges by identifying hidden complementarities and constructing new ones, along with removing the need for complementarities and generating demands for either antagonistic assets or partnerships. Hoffman, Badiane, and Haigh define hybrid organizations as the market system for correcting societal issues that the traditional entrepreneurship approaches cannot address (Hockerts, 2015). Additionally, hybrid organizations want their competitors to embrace and spread their innovation, thus aiding them to accomplish their social mission. The article created by Hockerts (2015) enables the researcher to illustrate how the Coca-Cola Company uses a technique with a hybrid organization. An excellent example of this kind of hybrid organization innovation is the “Dear Future Community Challenge,” created by the Coca-Cola Company. The “Dear Future Community Challenge” intends to attract individuals from the ages of 18 to 24, and recruits hire and deliver better citizens for the future. In addition, the Coca-Cola Company along with its local bottlers collaborates with university and college professors and community leaders to evaluate submission and awards for a $30,000 grant, and other resources to the best change-making concepts. These local community leaders are responsible for mentoring and collaborating with the potential winners and assist them in making their visions an actuality by early 2019. In the end, this is how the Coca-Cola Company indirectly and directly leverages its recruiting and hiring efforts, while influencing potential institutional discriminatory actions, racism, and prejudices. In other words, everyone receives the opportunity to get the grant regardless of race, gender, nationality, ethnicity, or sexual orientation to name a few.

Accordingly, hybrid organizations follow an apparent social mission by applying innovative earned-income strategies with the objective of developing market disequilibria, ultimately leading to a revolution in these markets for the benefit of the community (Hockerts, 2015). In addition, Hockerts (2015) suggest that there is a need not to only use one type of traditional tool or theory such as the traditional economic theory, but to use different types of cognitive models to turn antagonistic assets into complementarities. Meaning, companies like the Coca-Cola Company need to bundle and take advantage of complementary resources. However, before achieving this, organizations must first ensure that they are not employing individuals with incompatible skills and that leaders/managers are doing the best they can to hire individuals who do not covet failure rather than success.

Moreover, organizations should evaluate their work settings as Hockerts (2015) article illustrates that physical resources are for the most part incompatible with the technological requirements. One of the things that most organizations for sure faced is the quality perception, which equates to social businesses with lower quality. Thus, organizations need to focus on their color choice, material, and designs. Another problem organizations faced is the lack of distribution channels to intended customers or bottlers. In the case of the Coca-Cola Company, the company continuously selects market segments that are difficult to access, especially when it relates to Twitter, Facebook, and YouTube users to name a few. In this case, the company is not only responsible for communicating their education efforts, achieving acceptance, and safeguarding usage of their products, but also reaching those markets in Russia and Cuba, were Coca-Cola products do not have such high demands. As a result, Hockerts (2015) suggest using the following steps to fight those antagonistic assets: 1. Identify hidden complementarities, 2. Develop new complementarities, 3. Eliminate the need for complementarities, 4. Create demand for antagonistic assets, and 5. Use partnerships to achieve distribution complementarities.

Cultural Leadership Styles for Social Entrepreneurship
Muralidharan, E., & Pathak, S. (2019). Consequences of cultural leadership styles for social entrepreneurship: A theoretical framework. Sustainability, 11(4), 965. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=edb&AN=134935730&site=eds-live&scope=site

The article will assist the researcher in understanding how social entrepreneurs operate in companies such as the Coca-Cola Company, especially when a social change in the community they serve is paramount. Because the area of social entrepreneurship is an understudied area, the study promises to provide different types of approaches to help readers understand the phenomenon. For example, the study indicated that the effectiveness of leadership depends upon the perspective within which leadership behaviors happens. Meaning, different leadership styles could potentially be dependent upon different settings or cultures. As such, the study results indicated that culturally endorsed implicit leadership theories (CLTs) deriving from the charismatic and participatory leadership influences the probability of an individual becoming a social entrepreneur.

Furthermore, Muralidharan and Pathak (2019) study indicated that this is true especially when the government holistically supports social entrepreneurship and when individuals have trust in the government and the organization, they work. The study also suggests that organizations need to be abreast of the CLTs that are endorsed by the culture in which they are operating in because this enables them to take into account the expectations of customers and suppliers to name a few. Lastly, Muralidharan and Pathak (2019) recommend organizations to construct a cross-national data set containing a countrywide population-representative survey possibly from the Global Entrepreneurship Monitor (GEM) for social entrepreneurs, which offers information about individual-level responses by social entrepreneurs. The survey can include information about leadership styles, along with government effectiveness, and societal trust to name a few for empirical testing. Lastly, Muralidharan and Pathak (2019) do recommend researchers to use other types of tools or techniques by using case studies or structured interviews of social entrepreneurs.

Portfolio Management Projects
Week 5, Discussion 1

Organizational leaders/managers can develop portfolio management projects to tackle the multitude of problems like the alignment of management, control, and communication of social media, diversity and inclusion, learning, and knowledge management (Keyes, 2013; Wikipedia, 2014a). Per Borjy, Baradaran, Zandi, and Taheri (2019), the absence of the right management/leadership team, in company with organizational projects basket will lead to a declination in competitiveness and their market share, together with their removal from the competition cycle. Subsequently, these projects from an investment perspective can focus on the organization value, risk, cost, and benefits, along with standardization. To help with these benefits and standard operating procedures, companies must leverage pipeline management.

Pipeline Management
Additionally, PPM Execution (2013) suggests that pipeline management includes steps to guarantee that a satisfactory number of project offers are produced and assessed; thus, regulating whether a number of projects in the portfolio can be implemented with determinate development resources in a specified time. These steps have sub-components: 1. Ideation, 2. Work intake processes, and 3. Phase-Gate reviews (PPM Execution, 2013). Also, basic to pipeline management is the capacity to align the decision-making process or problem-solving steps for approximating and choosing new capital investment projects which support the overall strategic goal of any organization. When this process is occurring, leaders/managers are leveraging their partnerships and collaborating with other organizational members and interest parties to ensure that the projects are prioritize accordingly.

Effective Communications and Inability to Learn from Past Experiences
Moreover, the portfolio management projects require companies to manage various projects at one time, producing issues like maintaining effective communications within a project and across multiple projects and inability to learn from past projects to name a few. Effective workplace communication enables all members of an organization to not only achieve the objectives, but also increase the member’s efficiency and competence. As such, it is recommended for organizations to take into consideration the different types of communications such as verbal, non-verbal, and combined types of communication outputs (Wikipedia, 2019b). If companies are able to acknowledge these different types of communication outputs, then they are likely to encounter many issues. Many of these issues use different enterprising social techniques like inter and intra-project communications, along with preserving motivation through project teams. In other words, when the project management office (PMO) can maintain the project documentation online, companies can record lessons learned, enabling information to move through the system rapidly, and reaching team members without interruption, along with monitoring employee’s online activities.

Project Management Office
The PMO, in this case, serves as the standard barrier using industry certification programs that are traditional like the ISO9000, the Malcolm Baldridge National Quality Award, and Balanced Scorecards to name a few, which enable the company to standardize processes (Keyes, 2013). The ISO9000 enables organizations to meet the customers and stakeholder needs, while ensuring that the company follows all regulatory requirements by including the seven quality management principles. The Malcolm Baldridge National Quality Award is the only official acknowledgement of the performance excellence of organizations given by the President of the United States (Wikipedia, 2019d). Balanced scorecards, is another tool used by organizational leaders/managers to keep track of the execution of activities by the members of the organization within their sphere of influence, while monitoring any problems, and challenges (Wikipedia, 2019f). Also, Borjy, Baradaran, Zandi, and Taheri (2019), together with Martikainen (2002) indicated that there are four different types of investment portfolios: 1. Single portfolio, 2. Business specific portfolio, 3. Investment type specific portfolio, and 4. Compartment portfolio. Single portfolio refers to comparing different activities within a Company. Business specific portfolio occurs when a company has different types of businesses associated with the strategy of the company and these businesses operate independently. Investment type specific portfolio refers to an organization having a specific type of investment such as supporting research and design investments. Then different departments within the organization/company will support the research and design investments, as it is likely that the investments influence each department. Lastly, the compound portfolio is a combination of business specific portfolio and investment type particular portfolio. Furthermore, Borjy et al., (2019) recommend using a combined portfolio along with a top-down approach because it starts with the organizations business strategy, and then leaders/managers allocate needed monies for each project, ensuring that accomplishment of selected project. Top-down approach or design is also known as a stepwise design, which is part of the strategy of information process, which enables effective communication (Wikipedia, 2019e). The approach starts with an organization business strategy and is then follow by sub-system or departments that are responsible for adding to the strategy in detail by using different tools or assessment instruments. To assess information, Borjy et al., (2019) suggest using the Delphi method, along with the Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) method to assess and rank the project. Thus, to designate a project, the PMO, along with experts can follow the four steps for categorizing, evaluating, and selecting investment projects. For instances, step one is responsible for identifying investments baskets to regulate the classification and the project location in the suggested grouping. Further, step two determines the importance of using qualitative or quantitative methods in evaluating different investment projects. In addition, step three identifies appropriate financial criteria and their importance factor in each category of investments. In other words, step three assist experts to divide projects into courses of actions and to evaluate which project has priority over others. The last step, step four is responsible for identifying suitable qualitative standards and the weight amongst them in each group of investment (Borjy et al., 2019). In the end, portfolio management projects, allows companies to manage projects from an investment point of view, focusing on value, risk, cost, and benefits, along with standardization.

Resources

Borjy, A., Baradaran, V., Zandi, P., & Taheri, M. (2019). A hybrid of delphi, AHP and TOPSIS methods for project portfolio management. Journal of Project Management, 4(2), 141-156. Retrieved from https://doi-org.proxy-library.ashford.edu/10.5267/j.jpm.2019.1.004

Keyes, J. (2013). ''Enterprise 2. 0 Social networking tools to transform your organization.'' Boca Raton,FL: Taylor and Francis Group.

Martikainen, J. (2002). Portfolio management of strategic investments in metal products industry. Helsinki University of technology.

PPM Execution. (2013). Project pipeline management. Retrieved from http://ppmexecution.com/project-pipeline-management/

Wikipedia. (2014a). Project portfolio management. Retrieved from https://en.wikipedia.org/wiki/Project_portfolio_management#cite_note-1

Wikipedia. (2019b). Workplace communication. Retrieved from https://en.wikipedia.org/wiki/Workplace_communication

Wikipedia. (2019c). ISO 9000. https://en.wikipedia.org/wiki/ISO_9000

Wikipedia. (2019d). Malcom Baldridge National Quality Award. Retrieved from https://en.wikipedia.org/wiki/Malcolm_Baldrige_National_Quality_Award

Wikipedia. (2019e). Top-down and bottom-up design. Retrieved from https://en.wikipedia.org/wiki/Top-down_and_bottom-up_design

Wikipedia. (2019f). Balanced scorecard. Retrieved from https://en.wikipedia.org/wiki/Balanced_scorecard ELINOA2930 (talk) 04:33, 29 March 2019 (UTC)