Suchergebnisse

In Sweden, the national railroad system is owned and operated by the state which means that political and social considerations have to be taken in to account; e.g. safety and environmental impact as well as public demands for safe, reliable and cost-effective means of transportation. The railroad is therefore strictly governed by regulations and government legislations; containing technical limitations and financial targets, many of these are in use as performance indicators. In order to get a broader and better control of goal fulfilment, the Swedish National Rail Administration (Banverket) has introduced the balanced scorecard concept during the last year. In order to meet stakeholders' requirement, Banverket have modified the standard balanced scorecard. This paper presents a case study identifying the use of performance indicators by Banverket. We discuss the different types and forms of indicators used by Banverket. An attempt is also made to analyze the impact of such indicators on the organisational goal and strategy through a link and effect model. We also examine who owns these indicators, who uses them and for what purposes and whether these indicators conform to the recommended standards and prevalent regulations. ; Godkänd; 2004; 20070520 (ysko)