Revisiting performance measurement and management: deriving linkages with strategic management theories

2014 ◽  
Vol 15 (2) ◽  
pp. 87 ◽  
Author(s):  
Neetu Yadav ◽  
N.A. Sushil ◽  
Mahim Sagar
Keyword(s):  
Strategic Management ◽  
Performance Measurement ◽  
Management Theories

scholarly journals Seeking competitive advantage with service infusion: a systematic literature review

2015 ◽  
Vol 26 (3) ◽  
pp. 394-425 ◽  
Author(s):  
Ville Eloranta ◽  
Taija Turunen
Keyword(s):  
Literature Review ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Systematic Literature Review ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Content Type ◽  
Management Concepts ◽  
Service Infusion ◽  
Management Theories

Purpose – The purpose of this paper is to analyze how the service infusion literature explains competitive advantage through services. The four strategic management theories – competitive forces, the resource-based view, dynamic capabilities, and relational view – are applied in the analysis. Design/methodology/approach – A systematic literature review analyzes the links between the service infusion and strategy literature. Findings – The review reveals that although discussion of service infusion applies strategic management concepts, the stream lacks rigor with respect to construct definition and justification. Additionally, contextual variables are often missing. The result is an over-emphasis of contextually bound measures, such as technology, and focal actors. Research limitations/implications – The growing trends toward social networks, co-specialization, actor dependency and shared resources encourage service infusion scholars to focus on network-related and relational capabilities, co-opetition, open business models, and relational rent extraction. Furthermore, service infusion research would benefit from considering strategy-based theoretical discussions, constructs, and constraints that would improve the scientific rigor, impact and contribution. Originality/value – This paper represents a systematic attempt to link the service infusion literature with strategic management theories and thoroughly analyzes the knowledge gaps and possible misconceptions.

scholarly journals Giáo trình Quản trị chiến lược (lý thuyết và mô hình). Strategic management (theories and practice)

2020 ◽  
Author(s):  
Dao Duy Huan
Keyword(s):  
Strategic Management ◽  
International Business ◽  
Business Strategy ◽  
Matrix Space ◽  
Bcg Matrix ◽  
Ge Matrix ◽  
Space Matrix ◽  
International Business Strategy ◽  
Management Theories

Overview strategies in management such as Porter's generic, Blue Ocean, PEST, SWOT, BCG matrix, SPACE matrix, GE matrix, International business strategy

Applications of the balanced scorecard for strategic management and performance measurement in the health sector

2014 ◽  
Vol 38 (2) ◽  
pp. 208 ◽  
Author(s):  
Farshad Behrouzi ◽  
Awaluddin Mohamed Shaharoun ◽  
Azanizawati Ma'aram
Keyword(s):  
Strategic Management ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Service Providers ◽  
Health Sector ◽  
Public Hospitals ◽  
Publication Date ◽  
Strategic Objectives ◽  
The Past

In order to attain a useful balanced scorecard (BSC), appropriate performance perspectives and indicators are crucial to reflect all strategies of the organisation. The objectives of this survey were to give an insight regarding the situation of the BSC in the health sector over the past decade, and to afford a generic approach of the BSC development for health settings with specific focus on performance perspectives, performance indicators and BSC generation. After an extensive search based on publication date and research content, 29 articles published since 2002 were identified, categorised and analysed. Four critical attributes of each article were analysed, including BSC generation, performance perspectives, performance indicators and auxiliary tools. The results showed that ‘internal business process’ was the most notable BSC perspective as it was included in all reviewed articles. After investigating the literature, it was concluded that its comprehensiveness is the reason for the importance and high usage of this perspective. The findings showed that 12 cases out of 29 reviewed articles (41%) exceeded the maximum number of key performance indicators (KPI) suggested in a previous study. It was found that all 12 cases were large organisations with numerous departments (e.g. national health organisations). Such organisations require numerous KPI to cover all of their strategic objectives. It was recommended to utilise the cascaded BSC within such organisations to avoid complexity and difficulty in gathering, analysing and interpreting performance data. Meanwhile it requires more medical staff to contribute in BSC development, which will result in greater reliability of the BSC. What is known about the topic? Although there was initially a low perception of the BSC within the health sector, over the past decade interest in BSC utilisation has been growing among health service providers around the world in both developed and developing countries. Some papers have described the development or diffusion of the BSC in health settings. Some examples of BSC utilisation for private and public hospitals have been presented in the literature. However, the necessity of a comprehensive review of published articles in the health area is crucial in order to derive the most appropriate way to design and implement the BSC in the health sector in terms of perspectives and KPI. What does this paper add? This paper has analysed articles on the BSC in the health sector published over the last 10 years. The analysis is based on the following items: BSC generations; BSC perspectives; BSC indicators; auxiliary tools. This paper gives an insight into the situation of the BSC in the health sector over the past decade and affords a generic approach of BSC development for health settings in terms of the four items above. What are the implications for practitioners? This paper can be beneficial for managers and decision makers of all healthcare organisations. It can help them to change their thinking about performance assessment and to have a structural BSC approach for performance measurement and strategic management in healthcare. It presents an insight on designing BSC to help managers adopt appropriate performance perspectives and KPI. In addition, it introduces the cascaded BSC, which is useful for large health settings with too many KPI. It also presents all BSC generations to help healthcare managers utilise proper BSC based on their own requirements and strategic objectives.

scholarly journals Balanced Scorecard in the practice of management at an academic laboratory

2015 ◽  
Vol 14 (1) ◽  
pp. 127-138
Author(s):  
Miriam Magdala Pinto ◽  
Bruno Mannato Angius
Keyword(s):  
Strategic Management ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Management System ◽  
Lessons Learned ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
Results Reporting ◽  
Non Profit Organizations ◽  
Academic Laboratory

The Balanced Scorecard (BSC), when it reaches its maximum potential, is a strategic management system mainly usedby companies. However, with some adjustments, it can be used by Non-profit Organizations (NPO). Its use, in this case,needs to be further investigated. The article reports the experience and lessons learned from using BSC in an academiclab for sixteen months. The process included initial planning, three rounds of performance measurement and a finalplanning review. Entrepreneurial BSC, with some adjustments, was adequate for strengthening laboratory’s identity,for performance measurement and results reporting, although not reaching, during the experiment period, the maturityof a strategic management system.

scholarly journals Performance measurement for the strategic management of health-care estates

2018 ◽  
Vol 16 (2) ◽  
pp. 217-232 ◽  
Author(s):  
Laura Rodríguez-Labajos ◽  
Craig Thomson ◽  
Geraldine O’Brien
Keyword(s):  
Health Care ◽  
Strategic Management ◽  
Performance Measurement ◽  
Strategic Decision ◽  
Performance Measurement System ◽  
Theory Approach ◽  
Care Providers ◽  
Content Type

Purpose The purpose of this study is to explore the role of performance measurement in current practices for strategic management of health-care estates. Design/methodology/approach The research adopts a constructivist grounded theory approach, combining different methodologies of a pan-European qualitative questionnaire, interviews with international health-care providers and a case study of National Health Services (NHS) Scotland. Here, documentation analysis, observations and in-depth interviews involving NHS stakeholders were undertaken. Findings The analysis shows evidence that measuring estate performance has limited value for individual NHS boards regarding strategic decisions related to long-term planning and investment. This was due to design issues and the prioritisation of clinical delivery, which contribute to the neglect of the estate as a consideration in long-term strategic planning. This misalignment results in a tool which is valuable for accountability but which is less helpful to NHS boards in shaping future decisions around the estate. Practical implications Responding to a gap in understanding of the application of performance measurement in the context of health-care estates, this research provides three recommendations to promote a more effective and relevant performance measurement system. These actively recognise the importance of the estate within strategic decision-making as helping to inform the long-term planning and management of the estate within the individual NHS boards. Originality/value This paper shows the current role of performance measurement for the strategic management of health-care estates and identifies issues related to its applicability and value.

Understanding the Concept of Strategic Intent

2015 ◽  
Vol 3 (6) ◽  
pp. 114-119
Author(s):  
Mburu S.N ◽  
Thuo J.K
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Core Competencies ◽  
Strategic Intent ◽  
Competitive Edge ◽  
Current Thinking ◽  
Management Leadership ◽  
Emerging Issues ◽  
Conceptual Paper ◽  
Management Theories

This conceptual paper is a review of the concept of strategic intent in relation to the strategic management theories. It reviews literature on strategic management theories stemming from the origin of the word strategic management to the current discussion on strategic intent. The concept of strategic intent inspires the management leadership as the way to bring future into current thinking thus allowing them to reorganize the organization for future competition by developing products, core competencies, systems and relationship that will give them a competitive edge. The paper has identified that strategic intent goes beyond the strategic planning to get a deeper imagination of where the organization should be 10 – 20 years into the future. This article is suggested to be an additional work into the understanding of strategic intent concept as one of the emerging issues in management

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