A performance assessment approach for integrated solid waste management using a sustainable balanced scorecard approach

Tsai, Feng Ming; Bui, Tat‐Dat; Tseng, Ming‐Lang; Wu, Kuo‐Jui; Chiu, Anthony S.F.

doi:10.1016/j.jclepro.2019.119740

Cited by 77 publications

(56 citation statements)

References 42 publications

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“…The subjective perceptions' characteristics remain in FDM, although those experts' subjective perceptions have been transformed into comparable quantitative values using the fuzzy set theory [26]. Those experts exchange their judgments according to their knowledge and experience, and this simplified method has addressed the uncertainty problem in the survey method [27][28][29].…”

Section: Proposed Methodsmentioning

confidence: 99%

Assessing Sustainable Foreign Direct Investment Performance in Malaysia: A Comparison on Policy Makers and Investor Perceptions

2020

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Sustainable foreign direct investment (SFDI) contributes to the development of the economic, environmental, and social aspects in rational governance practices in Malaysia. Prior studies lack the integration and synthesis of the SFDI attributes from the policymakers and foreign investors’ perceptions. These attributes are measured through the qualitative information and subjective perceptions and need to transform into comparable values. The fuzzy Delphi method is applied to identify the valid set of SFDI attributes and confirms the validity and reliability of these attributes. Moreover, prior studies have not examined the importance and performance of those valid attributes in qualitative information. The fuzzy importance and performance analysis is proposed to assess the attributes’ importance and performance level. The results show that financial, macroeconomic, and institutional policy aspects are among the most important SFDI attributes, together with environmental and social aspects. This study identifies the discrepancies between policymakers and foreign investors and suggests that the financial aspect is the priority of foreign investors that needs to be concentrated for improvements; meanwhile, the institutional and policies and social aspects in performance level are presented as a big contradistinction. The theoretical and policy implications are discussed.

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Section: Proposed Methodsmentioning

confidence: 99%

Assessing Sustainable Foreign Direct Investment Performance in Malaysia: A Comparison on Policy Makers and Investor Perceptions

2020

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“…In order to implement sustainable performance, it is necessary to redesign business models and develop new capabilities and innovation (Cavicchi and Vagnoni, 2017; Comin et al , 2019; Fernando et al , 2019; Mani et al , 2020; Yusliza et al , 2020). Sustainable performance goals should be part of management control systems, which enable the integration of a set of measures and results in better organizational performance (Tsai et al , 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Taxonomy of organizational alignment: implications for data-driven sustainable performance of firms and supply chains

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et al. 2020

JEIM

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PurposeThe purpose of this paper is to identify, characterize, classify and conceptualize different perspectives on strategic alignment still in use, propose a taxonomy and definitions that allow understanding the various coexisting concepts, as well as investigate the implications of strategic alignment for data-driven sustainable performance of firms and supply chains.Design/methodology/approachBibliographic review was used.FindingsThe taxonomy proposes two classes of strategic alignment: (1) Align – more rigorous types of alignment: structure alignment, strategic congruence and strategy alignment; (2) Fit – less rigorous types of alignment: contingency strategic adjustment, strategic coalignment and strategic consistency. Companies are accumulating large amounts of data, which relevance varies widely. The strategic alignment can define criteria to select only the data that have strategic value, which restricts the amount of data to be analyzed. Each of the six types of strategic alignment is appropriate for a given situation in companies and/or supply chains.Research limitations/implicationsThe limitations stem from the exclusive use of the taxonomy of strategic alignment, without considering the most diverse perspectives of strategy.Practical implicationsDecision makers will be able to identify more objectively which classes of data should be explored in each situation.Social implicationsTheoretical implications – The taxonomy proposal and the definition of each of the strategic alignment perspectives solve generalized misunderstandings resulting from the lack of a clear delimitation between the perspectives and the conceptual divergence between authors, who use them as equivalent or synonymous.Originality/valueFrom 1961 to 2019, no paper was found proposing taxonomy, typology, systematization, ranking, distribution or classification of strategic alignment. The strategic alignment can define criteria to select, within the large amount of data accumulated by the company, only those that have strategic value, what restricts the quantity of data to be analyzed and facilitates the decision of the leaders.

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“…Municipally owned corporations (MOCs) are autonomous organizations owned by municipalities, used to produce or deliver local public services outside the local bureaucracy (Voorn, Van Genugten, & Van Thiel, 2017). MOCs are, on aggregate, more efficient than local bureaucracies, at least in water and waste management (Ball, Broadbent, & Jarvis, 2006; Bui, Tsai, Tseng, & Ali, 2020; Corsini, Rizzi, Gusmerotti, & Frey, 2013; Eden, 1998; Higgs & Hill, 2018; Ikhlayel, 2018; Lamboglia, Fiorentino, Mancini, & Garzella, 2018; Perey, Benn, Agarwal, & Edwards, 2018; Pollach, Scharl, & Weichselbraun, 2006; Tsai, Bui, Tseng, Wu, & Chiu, 2020; Young, Russell, Robinson, & Chintakayala, 2017), transit services and development sectors (Voorn, Van Genugten, & Van Thiel, 2017). As to the advantages and synergies deriving from the interaction between public and private elements (Bovaird, 2004), part of the academic literature highlights several inefficiencies arising from MOCs, when compared to fully private firms (Vining, Boardman, & Moore, 2014) Such inefficiencies derive from the existence of limited competition in the market where these organizations operate, as well as to political proximity (Sapienza, 2004).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…This paper investigates the effect of different ownership structures on the sustainable development and environmental policies of Italian MOCs operating in the urban waste management sector, trying to understand whether multiple ownership can generate better performance compared to single ownership and whether the presence of private partners could be crucial in this (Ball, Broadbent, & Jarvis, 2006; Bui, Tsai, Tseng, & Ali, 2020; Corsini et al, 2013; Eden, 1998; Higgs & Hill, 2018; Ikhlayel, 2018; Lamboglia, Fiorentino, Mancini, & Garzella, 2018; Perey, Benn, Agarwal, & Edwards, 2018; Pollach, Scharl, & Weichselbraun, 2006; Tsai, Bui, Tseng, Wu, & Chiu, 2020; Young, Russell, Robinson, & Chintakayala, 2017). The research question is answered by analyzing 41 MOCs operating in the field of urban waste management in the largest Italian Cities.…”

Section: Primary Conclusion Limitations and Future Research Directmentioning

confidence: 99%

The effect of ownership on sustainable development and environmental policy in urban waste management: An explicatory empirical analysis of Italian municipal corporations

2020

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This paper investigates the effect of ownership on sustainable development and environmental policy in Italian municipally owned corporations (MOCs) dealing with urban waste management, trying to understand if multiple ownership can generate better performance compared to single ownership and if the presence of private partners could be crucial in this. The research question is answered by analyzing 41 MOCs of the largest Italian cities operating in urban waste management. In this specific sector, public administrations have tried to improve their offer in terms of sustainable development, environmental policy, and efficiency. The paper covers the Italian case study, where urban waste production per capita is higher than the European average figure. The waste cycle management service is operated in Italy at local level through totally publicly owned companies (monoadministration or multiadministration), mixed (public–private) companies, or via a full externalization achieved by means of public tenders. Through a multinomial ordered probit panel, we show that MOCs with multiple owners perform better than those having a single owner and perform much better with the presence of a private partner, confirming those academic findings according to which collaborative arrangements can increase efficiency, do better than public sector bureaucracy, and lower the costs of service provision. The results of this paper can be used by academics, practitioners, and policy makers alike. To the best of our knowledge, this is the only study that applies this perspective to the analysis of the current international waste management scenario with relation to MOCs having multiple ownerships.

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A performance assessment approach for integrated solid waste management using a sustainable balanced scorecard approach

Cited by 77 publications

References 42 publications

Assessing Sustainable Foreign Direct Investment Performance in Malaysia: A Comparison on Policy Makers and Investor Perceptions

Assessing Sustainable Foreign Direct Investment Performance in Malaysia: A Comparison on Policy Makers and Investor Perceptions

Taxonomy of organizational alignment: implications for data-driven sustainable performance of firms and supply chains

The effect of ownership on sustainable development and environmental policy in urban waste management: An explicatory empirical analysis of Italian municipal corporations

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