Can fuzzy Multi-Criteria Decision Making improve Strategic planning by balanced scorecard?

Strategic management is momentous for organizational success and competitive advantage in an increasingly turbulent business environment. Balanced scorecard (BSC) is a framework for evaluating strategic management performance which translates strategy into action via various sets of performance measurement indicators. The main objective of this research is to develop a new fuzzy group Multi-Criteria Decision Making (MCDM) model for strategic plans selection process in the BSC. For this to happen, the current study has implemented linguistic extension of MCDM model for robust selection of strategic plans. The new linguistic reasoning for group decision making is able to aggregate subjective evaluation of the decision makers and hence create an opportunity to perform more robust strategic plans, despite of the vagueness and uncertainty of strategic plans selection process. A numerical example demonstrates possibilities for the improvement of BSC through applying the proposed model

Sustainable Development: A Data Analysis Investigation for a New Conceptual Model, Case Study Comparison and Validation Techniques

The three pillars model for sustainability, often represented with three intersecting circles described as economic, environmental, and social factors with sustainability being at the center is a complex and philosophically open model [1]. As society promotes efforts to reduce carbon impacts, there becomes a need to critically review the models employed for understanding. This research presents a validated methodology, an updated conceptual configuration of sustainability for overall use, as well as a sustainable development performance measurement system. Using the 2020 Sustainable Development Goals Index Data, 232 indicators from 193 countries were used to evaluate the efficacy of using more than three pillars to better represent sustainability in terms of its goals from a global standpoint. Four distinct contributions are made in this research. The first contribution identifies mediating factors that should be included in any framework to describe sustainable development. The second contribution uses neural network applications to validate the model. The third contribution focuses on adapting a new conceptual framework to describe sustainability for overall use by testing the new conceptual model on two cases studies using the same methodology as above. Lastly, the fourth contribution creates a new performance measurement system and methodology to evaluate sustainable development models that considers other factors that impact sustainability outside of social, environmental, and economic influences. This research can assist engineering project managers to better identify opportunities for improved sustainability plans. Methods developed are easily adapted across a wide range of sectors --Abstract, p. i

Performance measurement in the public sector: some theoretical and practical reflections

Performance measurement innovation in the public sector has been gaining a great deal of interest among academics, practitioners and policy makers since the implementation of the New Public Management reforms. The aim of this paper is to contribute to the current debate on the topic through the study of the conditions and factors that may hinder or foster the introduction of performance measurement systems, such as the Balanced Scorecard (BSC). The results derive from two longitudinal studies conducted in two Italian public administrations, which introduced the BSC device. The empirical evidences are discussed through the Ferreira and Otley’s (2009) framework, as extended by Broadbent and Laughlin (2009). The paper tries to contribute to both the extant literature on the BSC device and the usefulness of the extended conceptual framework in an empirical context.performance measurement; public sector; balanced scorecard

Modelling performance in a Balanced Scorecard : findings from a case study

Cet article s'intéresse à la mise en place de l'approche dite du "Balanced Scorecards" dans des unités opérationnelles plutôt qu'au niveau d'une direction générale. Il s'appuie sur une étude de cas. On propose de traiter les questions relatives à la coordination, à la fixation des objectifs et au contrôle en s'appuyant sur une méthodologie originale pour construire le modèle d'interaction entre les différentes entités de l'organisation. Cette méthodologie fait une part importante à l'apprentissage organisationnel permettant ainsi une compréhension mutuelle des degrés de liberté individuels et une meilleure observation réciproque. Cette approche "horizontale" est mieux adaptée à ce type de contexte que l'approche "verticale" plus traditionnelle du BCS.Pilotage;Tableaux de bord;Incitations;Apprentissage organisationnel

Applying performance measures to support decision-making in supply chain operations: a case of beverage industry

Performance measurement systems (PMS) have commonly been applied to evaluate and reward performances at managerial levels, especially in the context of supply chain management. However, evidence suggests that the effective use of PMS can also positively influence the behaviour and improve performance at an operational level. The motivation is to accomplish organisational goals, namely to increase supply chain flexibility by responding to evermore-varying customer demands in a timely manner. The purpose of the study described in this paper was to develop a conceptual framework that adopts performance measures for ex-ante decision-making at an operational level within the supply chain. To guide the research, five questions were asked and subsequently key gaps have been identified. In an attempt to fill the gaps, a case study at a major global brand beverage company has been carried out, and as a result, a conceptual framework of the PMS has been developed. Overall, the research offers a foundation of the applicability and impact of PMS in the supply chain and provides a framework that attends to some of the potential uses of PMS that so far have not been practically applied. The outcomes from the testing indicate that the initial gaps identified in the literature have been addressed and that the framework is judicious with scope for practical applicability. The framework is deemed worthy of further testing in different operational contexts of the supply chain

Green supply chain performance measurement using fuzzy ANP-based balanced scorecard:a collaborative decision-making approach

The purpose of this paper is to delineate a green supply chain (GSC) performance measurement framework using an intra-organisational collaborative decision-making (CDM) approach. A fuzzy analytic network process (ANP)-based green-balanced scorecard (GrBSc) has been used within the CDM approach to assist in arriving at a consistent, accurate and timely data flow across all cross-functional areas of a business. A green causal relationship is established and linked to the fuzzy ANP approach. The causal relationship involves organisational commitment, eco-design, GSC process, social performance and sustainable performance constructs. Sub-constructs and sub-sub-constructs are also identified and linked to the causal relationship to form a network. The fuzzy ANP approach suitably handles the vagueness of the linguistics information of the CDM approach. The CDM approach is implemented in a UK-based carpet-manufacturing firm. The performance measurement approach, in addition to the traditional financial performance and accounting measures, aids in firms decision-making with regard to the overall organisational goals. The implemented approach assists the firm in identifying further requirements of the collaborative data across the supply-cain and information about customers and markets. Overall, the CDM-based GrBSc approach assists managers in deciding if the suppliers performances meet the industry and environment standards with effective human resource

Integration of Balanced Scorecard (BSC), strategy map, and Fuzzy Analytic Hierarchy Process (FAHP) for a sustainability business framework: A case study of a Spanish software factory in the financial sector

This work has been subsidized through the Plan of Science, Technology and Innovation of the Principality of Asturias (Ref: FC-15-GRUPIN14-132). The authors also thank anonymous referees who reviewed and gave important comments to this pape

Understanding the context of balanced scorecard implementation: a hospital-based case study in pakistan

Background: As a response to a changing operating environment, healthcare administrators are implementing modern management tools in their organizations. The balanced scorecard (BSC) is considered a viable tool in high-income countries to improve hospital performance. The BSC has not been applied to hospital settings in low-income countries nor has the context for implementation been examined. This study explored contextual perspectives in relation to BSC implementation in a Pakistani hospital. Methods: Four clinical units of this hospital were involved in the BSC implementation based on their willingness to participate. Implementation included sensitization of units towards the BSC, developing specialty specific BSCs and reporting of performance based on the BSC during administrative meetings. Pettigrew and Whipp\u27s context (why), process (how) and content (what) framework of strategic change was used to guide data collection and analysis. Data collection methods included quantitative tools (a validated culture assessment questionnaire) and qualitative approaches including key informant interviews and participant observation.Results: Method triangulation provided common and contrasting results between the four units. A participatory culture, supportive leadership, financial and non-financial incentives, the presentation of clear direction by integrating support for the BSC in policies, resources, and routine activities emerged as desirable attributes for BSC implementation. The two units that lagged behind were more involved in direct inpatient care and carried a considerable clinical workload. Role clarification and consensus about the purpose and benefits of the BSC were noted as key strategies for overcoming implementation challenges in two clinical units that were relatively ahead in BSC implementation. It was noted that, rather than seeking to replace existing information systems, initiatives such as the BSC could be readily adopted if they are built on existing infrastructures and data networks. Conclusion: Variable levels of the BSC implementation were observed in this study. Those intending to apply the BSC in other hospital settings need to ensure a participatory culture, clear institutional mandate, appropriate leadership support, proper reward and recognition system, and sensitization to BSC benefits

Airline Catering Supply Chain Performance during Pandemic Disruption: A Bayesian Network Modelling Approach

The supply chain (SC) encompasses all actions related to meeting customer requests and transferring materials upstream to meet those demands. Organisations must operate towards increasing SC efficiency and effectiveness to meet SC objectives. Although most businesses expected the COVID-19 pandemic to severely negatively impact their SCs, they did not know how to model disruptions or their effects on performance in the event of a pandemic, leading to delayed responses, an incomplete understanding of the pandemic’s effects and late deployment of recovery measures. This paper presents a method for modelling and quantifying SC performance assessment for airline catering. In the COVID-19 context, the researchers proposed a Bayesian network (BN) model to measure SC performance and risk events and quantify the consequences of pandemic disruptions. The research simulates and measures the impact of different triggers on SC performance and business continuity using forward and backward propagation analysis, among other BN features, enabling us to combine various SC perspectives and explicitly account for pandemic scenarios. This study’s findings offer a fresh theoretical perspective on the use of BNs in pandemic SC disruption modelling. The findings can be used as a decision-making tool to predict and better understand how pandemics affect SC performance.Airline Catering Supply Chain Performance during Pandemic Disruption: A Bayesian Network Modelling ApproachacceptedVersio

An Optimisation-based Framework for Complex Business Process: Healthcare Application

The Irish healthcare system is currently facing major pressures due to rising demand, caused by population growth, ageing and high expectations of service quality. This pressure on the Irish healthcare system creates a need for support from research institutions in dealing with decision areas such as resource allocation and performance measurement. While approaches such as modelling, simulation, multi-criteria decision analysis, performance management, and optimisation can – when applied skilfully – improve healthcare performance, they represent just one part of the solution. Accordingly, to achieve significant and sustainable performance, this research aims to develop a practical, yet effective, optimisation-based framework for managing complex processes in the healthcare domain. Through an extensive review of the literature on the aforementioned solution techniques, limitations of using each technique on its own are identified in order to define a practical integrated approach toward developing the proposed framework. During the framework validation phase, real-time strategies have to be optimised to solve Emergency Department performance issues in a major hospital. Results show a potential of significant reduction in patients average length of stay (i.e. 48% of average patient throughput time) whilst reducing the over-reliance on overstretched nursing resources, that resulted in an increase of staff utilisation between 7% and 10%. Given the high uncertainty in healthcare service demand, using the integrated framework allows decision makers to find optimal staff schedules that improve emergency department performance. The proposed optimum staff schedule reduces the average waiting time of patients by 57% and also contributes to reduce number of patients left without treatment to 8% instead of 17%. The developed framework has been implemented by the hospital partner with a high level of success