A DEMATEL-based method for prioritizing strategic projects using the perspectives of the Balanced Scorecard

Quezada, Luis E.; López-Ospina, Héctor; Ortíz, César; Oddershede, Astrid M.; Palominos, Pedro; Jofré, Paulina A.

doi:10.1016/j.ijpe.2022.108518

Cited by 20 publications

(13 citation statements)

References 62 publications

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“…A multi-criteria assessment approach using this methodology may be particularly relevant in helping senior private sector executives prioritize IT investments based on a range of business objectives and key performance indicators that focus on achieving specific goals. This method is often easier to use than other approaches, making it more suitable for communicating with strategic IT decision-makers and providing clear criteria for decision-making within their areas of responsibility [26]- [30].…”

Section: Assessment Prioritization Methodsmentioning

confidence: 99%

Prioritization Model for IT Project Portfolio Management in Private University: A Literature Review

2023

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The swift progress of technology can be harnessed to address the increasing demand for projects, particularly in various organizations like private universities that must cope with resource limitations and make critical decisions. Information Technology (IT) encompasses any technology, such as equipment or techniques, employed by businesses, institutions, or other organizations to process information, including computing, telecommunications technologies, consumer electronics, and broadcasting, as it increasingly digitizes. Choosing between dozens or hundreds of project alternatives presents complex multi-criteria decision-making problems for an organization's portfolio and priorities, necessitating clear-cut techniques, methods, and factor definitions for prioritizing decision-making. This literature review formulates the problem, specifically identifying the criteria for comparison and prioritization models, and seeks a framework and methodology for prioritizing portfolio management in private organizations, particularly universities. The literature review identifies the characteristics of private organizations and the methodologies and practices employed in researching the application of portfolio management priorities and explores the use of portfolio management techniques from prior studies tested in practice and project priority methodologies in private services. The results contribute to enhancing theories on techniques, methods, and, particularly, portfolio project management priorities for the private sector.

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Section: Assessment Prioritization Methodsmentioning

confidence: 99%

Prioritization Model for IT Project Portfolio Management in Private University: A Literature Review

2023

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“…Setting up a strategy map, the essential part of BSC, is the first step to using any BSC framework well. The strategy map is a visual representation of the strategy that shows how the strategic goals are related to each other from a BSC point of view (Quezada et al , 2022). Kaplan and Norton (2000) constructed a strategy map to help the BSC fix its problems with strategy implementation, especially its lack of a clear link to strategic processes (Bénet et al , 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

“…López-Ospina et al (2022) used fuzzy DEMATEL to develop a quantitative model for choosing strategic goals and cause-and-effect relationships to construct a strategy map for BSC. Quezada et al (2022) provided a DEMATEL model for ranking projects based on their effect on the strategic objectives of the strategy map within BSC framework. Another study by Acuña-Carvajal et al (2019) integrated DEMATEL and BSC to introduce an approach to plan, structure and validate a business strategy.…”

Section: Literature Reviewmentioning

confidence: 99%

“…This model is based on the experiences of experts in the real business world. The proposed model for making strategy maps can fill the gaps in the literature (Quezada et al , 2022; Rabbani et al , 2014; Chytas et al , 2011). It considers the essential directions and puts the key performance indicators (KPIs) in order of importance.…”

Section: Introductionmentioning

confidence: 99%

“…The strategy map shows the "performance model" linked to the organization's strategic vision and shows how different performance criteria are related to each other (Kaplan and Norton, 2000). It discusses the underlying hypotheses about those cause-and-effect relationships that lead to direct value for customers and shareholders while achieving strategic goals (Quezada et al, 2022). Kaplan and Norton (2000) presented the strategy map as a critical element of the BSC to mitigate the BSC's weaknesses in strategy execution, particularly its demand for a straightforward linkage to strategic procedures.…”

Section: Introductionmentioning

confidence: 99%

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Proposing a strategy map based on sustainability balanced scorecard and DEMATEL for manufacturing companies

Al‐Mawali

2023

SAMPJ

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Purpose The purpose of this study is to integrate the sustainability balanced scorecard (SBSC) framework with decision-making trial and evaluation laboratory (DEMATEL) for proposing a model and identifying the cause-and-effect relationships between the five perspectives of SBSC and then 23 performance indicators within the SBSC framework in a strategy map. Design/methodology/approach The DEMATEL approach is used to obtain a matrix including direct and indirect influences between the five perspectives of SBSC and among 23 key performance indicators (KPIs). DEMATEL data are gathered from experts to propose a model and establish reliable relationships between performance metrics. Using DEMATEL and the SBSC framework, a strategy map for the SBSC dimensions and KPIs was built to illustrate strategic cause-and-effect relationships among the various dimensions and performance indicators. Findings The outcomes indicated that internal process and financial perspectives play essential outputs. Sustainability is the most critical predictor (causal) in the model, then customer and learning and growth dimensions, indicating that sustainability, learning and growth and customer dimensions all positively affect other dimensions. Additionally, sustainability has bi-directional in its link to the customer and internal processes and bi-directional in its relationship to finance, learning and growth. Numerous additional linkages are observed among the five SBSC perspectives and KPIs. Research limitations/implications The data collected is based on an “average” company in manufacturing sector; thus, companies need to customize this model to ensure that their strategies are clearly translated into KPIs. Practical implications The findings gave valuable information to management about manufacturing companies KPIs. They determined which KPIs are regarded as outcome (effect) variables and which KPIs are considered predictor (casual) variables. Additionally, the findings offer management with SBSC perspectives that should be traded as outcomes and those that should be traded as predictors. Additionally, the findings highlighted the critical KPIs and explained their interrelationships. This enables managers to focus on the significant financial besides non-financial indicators and comprehend the logical connection among them. Social implications The results qualify executives and management to analyze and recognize a strategy map by understanding each objective's impacts, including direct and indirect, on all others. The typical analysis comprises determining the strategic objectives that are “cause” and the objectives considered as “effect”. As this study extends the BSC framework to have sustainability perspectives, the results of DEMATEL provide administrators with exceptional information to blend the conventional BSC perspectives with sustainability as added perspective. Originality/value The current study proposed an illustration model for strategy map development and also provide an interrelationship among SBSC perspectives.

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Hard dimensions evaluation in sustainable supply chain management for environmentally adaptive and mitigated adverse eco‐effect environmental policies

et al. 2023

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In the oil and gas industry, adopting policies that can reduce the negative environmental effect is vital. Environmentally Sustainable Supply Chain Management (ESSCM) is an approach to carrying out Supply Chain Management (SCM) in an eco‐friendly manner and according to environmental requirements. There are different environmental policies that companies can apply based on their resource availability. Therefore, this study aims to evaluate the impact of hard dimensions on Environmentally Adaptive (EA) and Mitigated Adverse Eco‐Effect (MAE) policies in the oil and gas industry. To rank the data, Bayesian Best‐Worst Method (BWM) and Ordinal Priority Approach (OPA) have been applied. Cause‐and‐effect relationships are then calculated by employing the Decision‐Making Trial and Evaluation Laboratory (DEMATEL) technique. The results indicate that the ranking of the hard dimensions varies based on the companies' business policies and their new product/technology development projects. In other words, the findings of this research demonstrate that ‘innovation’ is the crucial dimension in companies that are focussed on developing eco‐friendly products while ‘technologies for cleaner production’ is the most important dimension in the companies attempting to reduce destructive consequences on the environment. In both types of the company policies, ‘lean manufacturing’, ‘total quality management’, and ‘institutional pressures’ are the key dimensions for a successful implementation of ESSCM while the least important dimensions include ‘supplier relationship management’, ‘green purchasing’, and ‘green logistics’. The findings of this research can assist the decision‐makers in the oil and gas sector in prioritising and identifying the interrelationship of the dimensions that significantly impact the ESSCM.

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A DEMATEL-based method for prioritizing strategic projects using the perspectives of the Balanced Scorecard

Cited by 20 publications

References 62 publications

Prioritization Model for IT Project Portfolio Management in Private University: A Literature Review

Prioritization Model for IT Project Portfolio Management in Private University: A Literature Review

Proposing a strategy map based on sustainability balanced scorecard and DEMATEL for manufacturing companies

Hard dimensions evaluation in sustainable supply chain management for environmentally adaptive and mitigated adverse eco‐effect environmental policies

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