The main purpose of this study is to investigate the mediating role of innovation practices (IP) amidst relations of knowledge management practices (KMP) and sustainable balanced performance (SBP). Furthermore, this research illustrates a comprehensive empirical study in the Iranian knowledge-based industrial companies that are the manufacturers of advanced machineries and equipment. First- and second-order exploratory factor analysis (EFA) was done to confirm constructs validity. Then, relations among variables were studied by applying the partial least squares (PLS) technique to collected data from 104 industrial knowledge-based companies. The results obtained from the analysis supported all the research hypotheses. KPM significantly and strongly affects IP and SBP. Also, IP mediates the relations between KPM and SBP in industrial knowledge-based firms.
Modeling cause and effect relationships of strategy map using Fuzzy DEMATEL and fourth generation of balanced scorecard Changiz Valmohammadi Javad Sofiyabadi
Article information:To cite this document: Changiz Valmohammadi Javad Sofiyabadi , (2015),"Modeling cause and effect relationships of strategy map using Fuzzy DEMATEL and fourth generation of balanced scorecard"
This study attempts, through focusing on the concept of strategic control and by using fuzzy VIsekriterijumska Optimizacija i KOmpromisno Resenje (VIKOR) technique, to measure the importance and priority of key performance indicators (KPIs) in a successful service business of LG 'Goldiran Customer Service Company'. Based on the balanced score card, the KPIs in the four perspectives were determined and, by employing fuzzy multiple criteria decision-making (FMCDM) techniques, a systematic approach to help managers in strategic control was developed. The KPIs have been selected and used solely on the basis of LG's strategy and requirements. The survey company is among the best practice firms in the Middle East region. Therefore, the proposed hybrid systematic approach could be used as a suitable base for the development of strategic control by other companies. The obtained result from the experts' views reveal that on time and high-quality services to customer and human capital development are the most important KPIs for the implementation of strategic control in Goldiran Customer Service Company. Therefore, it could be concluded that the survey company should pay special attention to the control of the customer, and learning and growth perspectives.
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