A Hybrid Methodology for Dental Hospital Quality Performance Gap Using HOQ and Process Analysis

A hybrid methodology is described to identify a quality gap in a dental hospital. The research case study illustrates how to implement quality improvement in a real-life context. A combination of an ethnographic, narrative, and phenomenological approach in data collection and observations within the dental hospital validates the case findings. A unique method based on systems study and Taguchi loss function is shown to reduce the service quality gap in a dental hospital. A house of quality (HOQ) combines the correlation between “patient's expectations” and the hospital's “technical” characteristics. The correlation between service quality and technical characteristics measures a patient's expectations gap. Factor analysis helps to group service and technical factors for better patient management. A strategy map correlation analysis is generated to manage the quality gap. The correlation analysis between patient expectations and the hospital's technical characteristics identify areas of immediate attention.

Balanced Scorecard Development as a Performance Management System in Saudi Public Universities: A Case Study Approach

This study’s main objective is developing a balanced scorecard (BSC) model as a performance management system for the University of Bisha, Kingdom of Saudi Arabia. The study aims to describe how the University can move from mission to vision using goals and objectives articulated in its strategic plan 2017–2022. The study uses a qualitative research approach. It comprises an extensive review of relevant literature, an in-depth analysis of documentation of the University’s strategic plan 2017–2022, and a comprehensive discussion and face-to-face interview with relevant executives. A BSC framework was developed as a complementary process for the University’s strategic plan 2017–2022. In addition, a strategy map was designed based on the BSC model. The BSC framework and strategy map can be used to assess and monitor the University’s performance towards achieving ‘Educational and Research Excellence’ status by translating its strategic objectives into action plans.

Strategic planning, strategy map and management control: a case study

Purpose This paper aims to explore the relationship between the components of the management control system (MCS) based on the reform process of the management system of China Resources Group and the influence of these components on the implementation effect of MCS. Design/methodology/approach This study uses an exploratory research method and an open-ended grounded theory approach to conduct six formal investigations and several in-depth interviews with employees and senior management in China Resources Group. This paper supplements these data by performing a documentary analysis of the internal documents of China Resources Group such as the statistical yearbook, business plan and meeting records. Findings This study puts forward four propositions. The formal strategic planning process creates an application environment for the strategy map and balanced scorecard (BSC), making it easier for an enterprise to adopt these tools. The combination of the strategy map and formal strategic planning helps to build the logical relationship between strategic goals and budget goals and strengthens the correlation between budget and strategy. In diversified organizations applying MCS, the strategy map and BSC facilitate the implementation of the strategy for specialized business units, while the financial measure system facilitates the implementation of the strategy for diversified business units. Strategic boundaries based on financial measures in the MCS help organizations determine the scope of strategic choices before implementing strategies. Research limitations/implications Because of the chosen research approach, the research results may lack generalizability and the influence of the strategic planning process on budget participation, budget slack and other budget behaviors has not been fully discussed. Therefore, future studies are expected to provide more evidence regarding strategic planning and budget behaviors. Practical implications Before establishing a strategy map and BSC, the enterprise should consider the application environment to ensure their feasibility and legitimacy and construct the BSC system under appropriate conditions. A formal strategic planning process should be formed within the enterprise; that is, a set of detailed management methods should be adopted and clear rules should be used to support the enterprise management control process. The enterprise should add strategic boundaries to the MCS to determine the scope of strategic choices and the budgeting bottom line. Originality/value This paper sheds light on the impact of the formal strategic planning process on the organization and contributes new evidence on the key success factors for implementing the strategy map and BSC, enriching the researchers’ understanding of the applicability of the BSC.

Strategy Map Development for the Central Bank of Nepal Using Balanced Scorecard

This paper focuses on how the development of the strategy map for the Central Bank of Nepal is done by linking the key measures with the four perspectives of Balanced Scorecard perspectives (finance, customer, internal process, and learning and growth). The central bank is a vital part of an economy, and therefore it should not limit its strategy implementation and performance measurement within the financial perspectives only. So, this paper serves the purposes of creating a road map for discovering the key indicators to create the strategy map and to support future research in the Nepalese banking field. In the absence of a previous strategy map, the strategic goals of the bank were derived from the relevant literature, the bank’s vision, mission, goals, and mandates followed by the expert’s selection. A list of the bank’s strategic goals was derived from the survey questionnaire corresponding to the four perspectives of Balanced Scorecard. The measures of perspective were studied by factor analysis. The research therefore uses a descriptive-exploratory method. Finally, the strategy map was developed and the result consisted of the strategic goals and measures in financial, customer, internal process, and learning and growth.

Mapping and Assessing Green Entrepreneurial Performance: Evidence from a Vertically Integrated Organic Beverages Supply Chain

The purpose of this article is to use strategy mapping (SM) and balanced scorecard (BSC) in portraying and assessing green entrepreneurial supply chain management (GESCM) performance of a vertically integrated entrepreneurial supply chain in an Egyptian emerging market of organic beverages industry. Based on thematic literature review and qualitative research (in-depth interviews with experts, focus groups, observations, and reports’ analysis), multi-item measurement quantitative BSC scale and strategy map were proposed to measure and communicate the GESCM performance of a hierarchical chain with multiple nodes and cross-functional green practices. This article conceptually contributes to the active debate on contemporary GESCM performance measurement. It integrates the literature of green production and operations management, strategic management and entrepreneurial supply chain management (ESCM) to investigate the unexplored context of GESCM research. It empirically assesses GESCM performance of an attractive network using BSC and maps its strategy with its multidisciplinary environment-friendly practices. The GESCM performance was measured in terms of four integrated perspectives (innovative and proactive processes, learning and growth, financial gains and supply chain stakeholders’ delight). Results showed that BSC and SM are effective and efficient tools in managing the performance of a successful GESC in an emerging market. Royal Herbs’ BSC key performance indicators (KPIs), which were used in assessing a GESCM strategy, indicate improvements along the BSC’s four perspectives. Results give green entrepreneurs/manufacturers in an emerging market as Egypt a comprehensive view on how they can effectively assess/improve their GESCM performance. It draws attention to the importance of investing in GESCM practices for maintaining sustainable development in a clean business environment. It helps practitioners, academics and policymakers in Egypt to bridge the gap between theory and practice regarding GESCM performance. From an interdisciplinary perspective, it provides insights on improving the ESCM performance of the industry without harming its natural environment.

Nachhaltigkeitscontrolling im ÖPNV: Konzeption eines Steuerungssystems

Eine steigende gesellschaftliche Mobilität stellt Kommunen mit deren öffentlichen Personennahverkehr (ÖPNV) sowohl vor ökologische als auch organisatorische Probleme. Ziel des Beitrags ist es deshalb zunächst, einen Überblick über eine nachhaltige Mobilitätsentwicklung im ÖPNV zu geben, um darauf aufbauend ein geeignetes Steuerungssystem dafür zu entwickeln. Die um Nachhaltigkeitsaspekte angepasste Sustainability Balanced Scorecard wird für den Fall des ÖPNV angewandt. Es wird aufgezeigt, dass eine gleichrangige Behandlung der finanziellen sowie sozialen und ökologischen Aspekte essenziell für eine nachhaltige Mobilitätsentwicklung in Kommunen ist. Es werden Ziele und Kennzahlen für die jeweiligen Perspektiven abgeleitet und deren Wirkungszusammenhänge über eine Strategy Map dargestellt. Im Ergebnis wird konstatiert, dass durch eine Implementierung von nachhaltigen Aspekten sowie eine strukturierte Verfolgung der festgelegten Ziele die nachhaltige Mobilitätsentwicklung in Kommunen vorangetrieben werden kann.