4 Strategy Map Types | ScienceGate

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.

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

International Journal of Service Science Management Engineering and Technology ◽

10.4018/ijssmet.2021110102 ◽

2021 ◽

Vol 12 (6) ◽

pp. 16-42

Author(s):

Shamsuddin Ahmed

Keyword(s):

Correlation Analysis ◽

Service Quality ◽

Process Analysis ◽

Real Life ◽

Phenomenological Approach ◽

Expectations Gap ◽

Dental Hospital ◽

Unique Method ◽

Strategy Map ◽

Hybrid Methodology

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.

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A Balanced Scorecard With Strategy Map

Journal of Nursing Care Quality ◽

10.1097/ncq.0000000000000121 ◽

2015 ◽

Vol 30 (4) ◽

pp. 352-358 ◽

Cited By ~ 2

Author(s):

Jennifer L. Embree ◽

Constance F. Swenty ◽

Gina Schaar

Keyword(s):

Balanced Scorecard ◽

Strategy Map

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Developing a strategy map for environmental consulting firms

International Journal of Productivity and Performance Management ◽

10.1108/ijppm-06-2017-0139 ◽

2018 ◽

Vol 67 (5) ◽

pp. 916-934 ◽

Cited By ~ 2

Author(s):

Naqi Sayed ◽

Camillo Lento

Keyword(s):

Balanced Scorecard ◽

Customer Value ◽

Secondary Data ◽

Causal Link ◽

Active Management ◽

Content Type ◽

Consulting Firms ◽

Strategy Map ◽

Environmental Consulting ◽

Structured Approach

Purpose The purpose of this paper is to identify key performance indicators (KPIs) for environmental consulting firms, explore their causal linkages and develop a strategy map around the balanced scorecard (BSC) perspectives. Design/methodology/approach Relevant KPIs are identified through interviews and secondary data. Causal relationships between KPIs are explored by using the decision-making trial and evaluation laboratory (DEMATEL) method to analyze survey responses from senior partners and industry experts. Findings The results suggest that the learning and growth perspective plays a pivotal role for consulting firms. In addition, and contrary to views held by some, internal process perspective can play a significant cause factor role for service businesses. Among the KPIs which were identified as important, acquiring new skills/techniques, increased customer value proposition, personnel utilization, new product solutions and start to end solutions as KPIs exhibited both cause and effect characteristics. Practical implications The results isolate core KPIs which self-reinforce, complement each other and form a feedback loop. Active management and monitoring of these KPIs is likely to result aid a consulting firm in achieving strategic objectives. The strategy map developed in this study can also serve as a reference point for similar businesses. Originality/value This is the first known study to develop a strategy map for a consulting business by adopting a structured approach and identify causal link among BSC perspectives and their respective KPIs. The study provides further empirical evidence for usefulness of a structured approach such as the DEMATEL.

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Enterprise Architecture for Accounting and Finance Transformation: Using Strategy Maps to Develop High-Performance Finance

Journal of Emerging Technologies in Accounting ◽

10.2308/jeta-2020-007 ◽

2020 ◽

Author(s):

Daniel E. O'Leary

Keyword(s):

Information Systems ◽

High Performance ◽

Enterprise Architecture ◽

Financial Information ◽

Limited Attention ◽

Strategy Formulation ◽

Accounting Information Systems ◽

Strategy Maps ◽

Strategy Map ◽

Finance Function

Although enterprise architecture is evolving into a multiple billion-dollar business, it has received limited attention in the accounting information systems literatureRecently, The Hartford implemented a unique and robust approach that used Kaplan and Norton’s well known “strategy maps” as part of the enterprise architecture process to transform the finance department and embed strategy into accounting and finance. The Hartford developed a strategy map and used that map as the basis of enterprise architecture integration. The process generated a creative future state that included a linear flow of information that mirrored the information life cycle, while providing a “single source of truth” archive for financial information in order to redesign the finance function to attain “high performance finance.” In so doing, the paper investigates a unique approach, an “innovative practice,” that allows grounding accounting and financial information systems in an organization’s strategy formulation process.

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