Multidimensional assessment of organizational performance: Integrating BSC and AHP

Bentes, Alexandre Veronese; Carneiro, Jorge; Silva, Jorge Ferreira da; Kimura, Herbert

doi:10.1016/j.jbusres.2011.10.039

Cited by 129 publications

(107 citation statements)

References 48 publications

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“…However, there are many cases involving elements of interdependent and feedback relationships in decision-making problems; AHP cannot incorporate these connections [30]. Bentes, Carneiro, Silva, and Kimura [31] discuss the restrictions of an integration of BSC and AHP in the multidimensional assessment of organizational performance in a Brazilian telecom company. For example, there must be a hierarchical approach among the elements, assuming that there is no interaction between independent elements, or a sensitivity analysis cannot be performed to verify whether results are reasonably stable.…”

Section: Analytic Network Process (Anp)mentioning

confidence: 99%

A Balanced Scorecard of Sustainable Management in the Taiwanese Bicycle Industry: Development of Performance Indicators and Importance Analysis

et al. 2016

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Section: Analytic Network Process (Anp)mentioning

confidence: 99%

A Balanced Scorecard of Sustainable Management in the Taiwanese Bicycle Industry: Development of Performance Indicators and Importance Analysis

et al. 2016

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“…Although BSC makes performance evaluation multidimensional, instead of focusing solely on financial criteria, items such as the massive amount of information needed and bias judgments make performance evaluation process complicated (Chan, 2006). To overcome the complexity of performance evaluation in BSC, the multicriteria decision-making techniques would be an appropriate tool (Bentes et al, 2012). On the other hand, given that BSC does not specify the relative importance of attributes, and according to the researchers inaccuracies and selective attention are the BSC characteristics, we use analytical hierarchy process (AHP) to fix this problem.…”

Section: Problem Statementmentioning

confidence: 99%

“…The final score of performance in 2010 was calculated to be 95.88 percent. Bentes et al (2012) evaluated three functional units of an organization according to the BSC perspectives. They proposed a nine-stage algorithm for this purpose and defined appropriate subcriteria for each criterion in order to evaluate the performance of units.…”

Section: Literature Reviewmentioning

confidence: 99%

Performance evaluation and ranking of direct sales stores using BSC approach and fuzzy multiple attribute decision-making methods

Dizaji¹,

Mazdeh²,

Makui³

2018

10.5267/j.dsl

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In an environment where markets go through a volatile process, and rapid fundamental changes occur due to technological advances, it is important to ensure and maintain a good performance measurement. Organizations, in their performance evaluation, should consider different types of financial and non-financial indicators. In systems like direct sales stores in which decision units have multiple inputs and outputs, all criteria influencing on performance must be combined and examined in a system, simultaneously. The purpose of this study is to evaluate the performance of different products through direct sales of a firm named Shirin Asal with a combination of Balanced Scorecard, fuzzy AHP and TOPSIS so that the weaknesses of subjectivity and selective consideration of evaluators in evaluating the performance indicators are reduced and evaluation integration is provided by considering the contribution of each indicator and each indicator group of balanced scorecard. The research method of this case study is applied. The data collection method is a questionnaire from the previous studies, the use of experts' opinions and the study of documents in the organization. MATLAB and SPSS were used to analyze the data. During this study, the customer and financial perspectives are of the utmost importance to assess the company branches. Among the sub-criteria, the rate of new customer acquisition in the customer dimension and the net income to sales ratio in financial dimension are of the utmost importance.

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“…If activity i has one of the above numbers assigned to it when compared with activity j, then j has the reciprocal value when compared with i Different studies based on Saaty's AHP theory, such as [9,34], explain that, if an alternative A i is preferable to an alternative A j , then the value of the comparison scale P c A i , A j = a ij indicates the intensity of relative importance of A i over A j , assigned by the decision maker. The scale allows, in a pairwise comparison, the investigator to establish which alternative is better.…”

Section: Reciprocalsmentioning

confidence: 99%

Integrating Analytic Hierarchy Process (AHP) and Balanced Scorecard (BSC) Framework for Sustainable Business in a Software Factory in the Financial Sector

et al. 2017

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Abstract:A balanced scorecard (BSC) framework for a factory that develops software for banking was proposed by us at the end of 2015 to ensure its sustainability, and was focused on improving its productivity and cost. Based on this framework, the aim of this study is to construct an approach using the analytic hierarchy process (AHP) and BSC for evaluating a factory's performance in order for it to become a sustainable business. In this study, AHP is proposed to prioritise and determine weights for the perspectives and indicators included in the BSC for a financial software factory (FSF). The combination of these weights with different indicator measures produces a model that provides an effective assessment tool for FSF managers. The results of the study, which are shown both globally and disaggregated according to the different roles of FSF stakeholders, show that user satisfaction is the main pillar for making decisions. In addition, the result considering roles shows differences according to the relationship of each stakeholder with the software factory. The current study has been validated in a Spanish factory that develops software for several financial entities.

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Multidimensional assessment of organizational performance: Integrating BSC and AHP

Cited by 129 publications

References 48 publications

A Balanced Scorecard of Sustainable Management in the Taiwanese Bicycle Industry: Development of Performance Indicators and Importance Analysis

A Balanced Scorecard of Sustainable Management in the Taiwanese Bicycle Industry: Development of Performance Indicators and Importance Analysis

Performance evaluation and ranking of direct sales stores using BSC approach and fuzzy multiple attribute decision-making methods

Integrating Analytic Hierarchy Process (AHP) and Balanced Scorecard (BSC) Framework for Sustainable Business in a Software Factory in the Financial Sector

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