2014
DOI: 10.1108/jmtm-06-2014-0081
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A method for generating strategy maps using ANP

Abstract: Purpose – The purpose of this paper is to present a method for identifying causal relationships in a strategy map. Design/methodology/approach – A strategy map is a visual representation of the strategy of a company, which includes the strategic objectives of a company and the cause-effect relationships between them. Its network structure facilitates its representation as an analytic network process (ANP) model. The proposed method start… Show more

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Cited by 9 publications
(6 citation statements)
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“…In addition, the proposed objectives are prioritized using the analytic network process (ANP) tool so that at least two strategic objectives are obtained for each perspective of the BSC [50]. The ANP tool has been identified as a useful tool for stablishing strategic objectives in a BSC context [51], and it allows for the generation of strategic maps to communicate the aims [52]. Finally, once the strategy analysis is defined, a general questionnaire adapted from the one proposed by Amo Baraybar is carried out.…”
Section: Methodsmentioning
confidence: 99%
“…In addition, the proposed objectives are prioritized using the analytic network process (ANP) tool so that at least two strategic objectives are obtained for each perspective of the BSC [50]. The ANP tool has been identified as a useful tool for stablishing strategic objectives in a BSC context [51], and it allows for the generation of strategic maps to communicate the aims [52]. Finally, once the strategy analysis is defined, a general questionnaire adapted from the one proposed by Amo Baraybar is carried out.…”
Section: Methodsmentioning
confidence: 99%
“…Performance indicators used by some researchers on customer perspective are improving service quality (Wu et al, 2011;Nur, 2013;Quezada et al, 2014;Fooladvand et al, 2015) value of customer satisfaction (Hermawan, 2008;Sukesti, 2010;Tohidi et al, 2010;Wu et al, 2011;Aljardali et al, 2012;Effendi, 2012;Suhendi, 2012;Atafar et al, 2013;Rumintjap, 2013;Santhi et al, 2013;Angriani, 2014;Antariksa et al, 2014;Quezada et al, 2014;Fooladvand et al, 2015;Sudaryo, 2015) consistent with customer expectation (Atafar et al, 2013) and timely delivery (Fooladvand et al, 2015)improvement of relationship with alumni and users (Wu et al, 2011;Suhendi, 2012) customer retention (Sukesti, 2010;Wu et al, 2011;Effendi, 2012;Rumintjap, 2013;Angriani, 2014;Quezada et al, 2014) customer acquisition (Hermawan, 2008;Sukesti, 2010;Wu et al, 2011;Effendi, 2012;Suhendi, 2012;Rumintjap, 2013) market share (Wu et al, 2011;Effendi, 2012) amount of awards achieved (Suhendi, 2012) rank of tertiary educational institution on webometric (Suhendi, 2012) average GPA score of the new students (Suhendi, 2012) average score of entry examination (Suhendi, 2012) percentage of foreign students' origin (Suhendi, 2012).…”
Section: Customer Perspectivementioning
confidence: 99%
“…Some researches measure the performance of internal business process perspective by using academic excellence (Suhendi, 2012;Atafar et al, 2013) quantity and quality of researches and publications (Tohidi et al, 2010;Suhendi, 2012) internship program (Aljardali et al, 2012) existence of special curriculum (Wu et al, 2011;Aljardali et al, 2012) school characteristics (Wu et al, 2011) main programs management (Wu et al, 2011) development of number of faculty/department and study program (Hermawan, 2008;Suhendi, 2012) number of cooperation in research and training (Suhendi, 2012) productivity improvement (Quezada et al, 2014) service achievement through continuous improvement (Aljardali et al, 2012;Santhi et al, 2013) consistency in service provision process (Atafar et al, 2013) service for students (Sukesti, 2010) improvement in team work quality (Nur, 2013) existence of SOP in every service (Wu et al, 2011;Angriani, 2014;Antariksa et al, 2014) and administration effectiveness in tertiary educational institutions (Wu et al, 2011).…”
Section: Internal Business Process Perspectivementioning
confidence: 99%
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