Intellectual capital and performance measurement in healthcare organizations

Abstract

Purpose\ud – The purpose of this paper is to define a new conceptual framework or model, to measure and manage organizational performance, both financial/non-financial and intellectual capital (IC), in a healthcare organization. \ud Design/methodology/approach\ud – The integrated new model is produced by integrating the common assessment framework (CAF) model with two other frameworks representing the IC and leadership. These already existing models are originated, respectively by the Health Agency of Emilia-Romagna Region (Italy) and the National Healthcare System (NHS – UK). The integration phase is operated by comparing the CAF and IC models so as to assess the determinant factors that are present in both frameworks and eliminating such redundancies. Concerning the leadership determinant factor, the relevant conceptual framework of CAF model is substituted by the new leadership model proposed by the NHS. \ud Findings\ud – A new integrated model is made available for a subsequent step of empirical implementation and validation through its application in a healthcare organization. The main advantage of this model is the ability to measure and manage IC and financial/non-financial performance. Moreover, the use of a single measurement system facilitates the interpretation and coherency assessment of measured data so originated. \ud Originality/value\ud – The added value this work provides will enrich the academic literature regarding performance measurement systems in healthcare organizations, also providing an original integrated model that is able to exhibit the advantages highlighted above

Intellectual capital and organizational effectiveness: PLS-SEM approach

“…Intellectual capital is considered as key driver of organizational success in present knowledge economy. There are many studies that indicate the significance of intellectual capital in different countries and various industrial sectors (Chen et al, 2004;Phusavat et al, 2011;Pirozzi & Ferulano, 2016), and how important role intellectual capital-organizational performance relationship has (Halim, 2010;Cleary & Quinn, 2016;Ramadan et al, 2017).…”

Defining the Integrated Performance Measurement Systems in Small and Medium Enterprises: An Advanced Model

“…The performance measurement systems (PMS) facilitate the corporate strategies implementation and the improvement of organizational performance (Adair et al, 20016;Davis and Albright, 2004;Nielsen, 2019;van der Merwe and Visser, 2008). The internal management and reporting systems are tailored to offer a more holistic representation of the firm (Lev and Daum, 2003) to "provide stakeholders and managers with a comprehensive evaluation system of value creation, of the various factors of production, assets, processes and procedures, and their different combinations" (Pirozzi and Ferulano, 2016). Ittner et al (2013) sustain that there is the need to integrate the PMS with other measurement systems in the organization context, pointing out that scant attention was paid so far to pursue this scope.…”

“…The purpose of this paper is the proposition of the PMS based on both financial and non-financial performance and the IC measurements of SME organization. The paper relies on the Integrated New Model (INM) by Pirozzi and Ferulano (2016) that deals with the same task applied to a specific sector (healthcare organizations). The INM model by Pirozzi and Ferulano (2016) is obtained assuming three generalized models (CAF, EFQM and Malcolm Baldrige) requiring for a specific customization in relation to characteristics of target organizations (European CAF Resources Centre, 2006).…”

“…The paper relies on the Integrated New Model (INM) by Pirozzi and Ferulano (2016) that deals with the same task applied to a specific sector (healthcare organizations). The INM model by Pirozzi and Ferulano (2016) is obtained assuming three generalized models (CAF, EFQM and Malcolm Baldrige) requiring for a specific customization in relation to characteristics of target organizations (European CAF Resources Centre, 2006). Thus, according to the SMEs definition (European Commission, 2015;2017), we retain the SMEs sector a real pivotal components of economic production systems in several countries, requiring an adequate PMS.…”

“…Thus, according to the SMEs definition (European Commission, 2015;2017), we retain the SMEs sector a real pivotal components of economic production systems in several countries, requiring an adequate PMS. In this perspective, our paper proposes an advanced model composed of 43 sub-criteria directed to SMEs assuming the Pirozzi and Ferulano (2016) model composed of 19 sub-criteria.…”