A method for designing strategy maps using DEMATEL and linear programming

Abstract

Purpose The purpose of this paper is to propose a quantitative methodology for the identification of the causal relationships between strategic objectives in a strategy map of a balanced scorecard. This is done to face the possible weaknesses described in the literature regarding the causal links and the difficulty in validating the relationships. Design/methodology/approach The proposed method combines the multi-criteria decision-making method called decision-making trial and evaluation laboratory (DEMATEL) and an optimization model. DEMATEL is used to establish the importance of the strategic relations between strategic objectives, and the optimization model is used to find the relations that are more “important” and should be included in the strategy map. The method was created by reviewing the existing literature, modeling the problem, and applying it in a company. Findings The most important results of applying this methodological design include that the proposed method maintains the BSC classical structure; it also enables the generation of several alternatives to support the decision-making process in terms of strategic objectives for a better organizational performance. Practical implications The method facilitates the decision-making process by presenting several alternatives of strategy maps according to different levels of organizational criteria. In fact, these alternatives help the organization in focusing on the most important aspects of the strategy map. Consequently, managers may identify where to pay more attention and resources in order to achieve the most important objectives of the company. Hence, this method, as a support for decision makers, enables (and requires) the active participation of senior managers and any kind of decision makers in creating and valuating objectives, relations, constraints, importance, and parameters of the optimization model. Originality/value DEMATEL has been used to design strategy maps. The contribution of the paper is the use of a linear programming model to select those relationships that should be included in the strategy map. It allows manager to focus on those strategic elements that are important from a strategic point of view. The application in a company showed that the contribution is not only theoretical but practical as well.

Comprehensive performance measurement systems design and organizational effectiveness

“…The design of a strategy map has not been widely discussed in the literature (Cao et al, 2015;Davis and Albright, 2004), and generally the cause-and-effect relations amongst BSC dimensions are generated subjectively using managerial experience and judgment. A notable exception is the study of López-Ospina et al (2017) which proposes a quantitative methodology. Using a linear programming model (i.e., DEMATEL), they selected those relationships that should be included in a strategy map.…”

Using the Balanced Scorecard for Strategic Communication and Performance Management

“…Various businesses are using the BSC and its four perspectives to monitor their organizational performance (Kaplan, 2009;Kaplan & Norton, 1996a;López-Ospina et al, 2017;Bostan, Bîrcă, Tabără & Muntean Jemna, 2019). Its perspectives include the financial; customer; internal/process; and learning and growth.…”

A Hybrid MCDM Model to Select Optimal Hosts of Variety Shows in the Social Media Era

“…In other words, this method transforms complicated systems into well-defined causal relationships. The following is the procedure for operating DEMATEL [12,31,[47][48][49][50].…”

“…DEMATEL can present cause-effect relations among factors by a structurally intelligible and quantifiable model. It has been successfully utilized in many fields [12]. Awang et al [13] also pointed out that DEMATEL is the best way to clarify the interrelationships of criteria.…”