An Integrated Balanced Scorecard and Fuzzy BOCR Decision Model for Performance Evaluation

Karabece, Kübra; Gürbüz, Tuncay

doi:10.1007/978-3-030-23756-1_101

Cited by 4 publications

(2 citation statements)

References 19 publications

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“…This set of tools should help stakeholders to know, understand and orient actions towards the intended objectives, the most important thing being to manage to align all resources and actions towards the strategy marked by management [32]. Without a doubt, the Balanced Scorecard (BSC), since the early 1990s [33,34], has become the reference methodology for the comprehensive management of all types of indicators, financial and non-financial, taking into account intangible assets and aligning short-term objectives with long-term strategy [35].…”

Section: Academic Justification Of the Proposed Workmentioning

confidence: 99%

Knowledge Management and Sustainable Balanced Scorecard: Practical Application to a Service SME

et al. 2021

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Many works highlight the importance and added value of Corporate Social Responsibility (CSR) in companies, as well as the role of Knowledge Management (KM) for their revitalization, but even more important is to ensure that all efforts and resources are aligned with the organization’s strategic objectives (Balanced Scorecard, BSC). The aim of this work is to integrate BSC, CSR and KM based on the results of two previous researches: one on BSC–CSR and the other on KM, both of a projective nature (description-action-contrast). The research carried out has made it possible to identify 45 KM indicators, 102 CSR indicators and their corresponding correlations with the strategic objectives and perspectives of the BSC. In addition, an Excel tool was designed and developed for SMEs that is customizable, intuitive and useful for decision-making, which allowed us to contrast the obtained results.

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Section: Academic Justification Of the Proposed Workmentioning

confidence: 99%

Knowledge Management and Sustainable Balanced Scorecard: Practical Application to a Service SME

et al. 2021

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“…It is necessary to make a deployment with "cascade effect", from the business scope to the different strategic business units or processes, through functional strategies. For this purpose, we will use the balanced scorecard (BSC), a tool that revolutionized in the 1990s [39] to provide a way of measuring the performance of companies considering financial and non-financial indicators and linking these indicators to short-term objectives and long-term strategy [40]. This is achieved through the correct sequencing and integration of four processes: Convert/translate the business vision into actions; secondly communicate and link/relate to operational objectives; thirdly integrate all your business plans with your financial planning; and fourthly feedback by applying the necessary learning and adjustments [41][42][43][44][45][46][47].…”

Section: Identify Strategic Objectives (L)mentioning

confidence: 99%

A Fuzzy-Based Holistic Approach for Supply Chain Risk Assessment and Aggregation Considering Risk Interdependencies

et al. 2019

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Supply chain risk management requires dealing with uncertainty, interrelations, and subjectivity inherent in the risk assessment process. This paper proposes a holistic approach for risk management that considers the impact on multiple performance objectives, the relation between risk agents, and the risk event interdependencies. An aggregated risk score is proposed to capture the cascading effects of common risk triggers and quantify the aggregated score by risk agent and objective. The approach also uses fuzzy logic to allow for the treatment of vague and ambiguity data as input parameters to the model from different domains and scales, according to knowledge and criteria nature. The integration of the balanced scorecard tool improves the analysis and prioritization of mitigation strategies in decision-making, both by risk agent and by strategic objective. A case study of a telecommunication company is presented to illustrate the applicability of the proposed approach.

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Model for evaluating the competitive potential of solar PV system installers

Rigo,

Siluk,

Lacerda

et al. 2023

Solar Energy

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An Integrated Balanced Scorecard and Fuzzy BOCR Decision Model for Performance Evaluation

Cited by 4 publications

References 19 publications

Knowledge Management and Sustainable Balanced Scorecard: Practical Application to a Service SME

Knowledge Management and Sustainable Balanced Scorecard: Practical Application to a Service SME

A Fuzzy-Based Holistic Approach for Supply Chain Risk Assessment and Aggregation Considering Risk Interdependencies

Model for evaluating the competitive potential of solar PV system installers

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