Strategy mapping in the public sector

Irwin, David

doi:10.1016/s0024-6301(02)00158-9

Cited by 47 publications

(28 citation statements)

References 1 publication

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“…Consequently there are authors who stress KPI design in order to align the tactical and strategic level reporting and planning (e.g. Brignall, 1993;Boland and Fowler, 2000;Boyne et al, 2010;Dalehite, 2008;Irwin, 2002;Jones, 2004;McAteer and Orr, 2006). Furthermore there are authors, who have seen KPI frameworks as tools that help local entities to change, for example towards continuous improvement (Batac and Carassus, 2009;Caiden, 2006;Hoque, 2005;Kloot, 1997;Kloot and Martin, 2000;Light, 1997;Rashman and Radnor, 2005).…”

Section: Multiple Institutional Logics and Kpismentioning

confidence: 99%

Institutional Logics in Police Performance Indicator Development: A Comparative Case Study of Spain and Finland

Rautiainen

Grande

Muñoz-Colomina

2015

European Accounting Review

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Police performance is not easily measurable and the organization and circumstances of police work vary among European countries. Further, police work is surrounded by multiple pressures to make it both economical and effective. Consequently, there are multiple institutional logics in decision-making which may affect the selection and the use of police key performance indicators (KPIs). The KPI selection and use processes reflect the institutional logics, though KPI use may also sometimes influence the institutional logics of police work. In this study we analyse the KPIs and institutional logics in police work in Finland and Spain. A comparative case research approach is used in order to highlight the differences in institutional logic emphases and in circumstances. Data from semi-structured interviews, internet reports, project work and discussions are used. Both similarities and differences in the KPIs and in the institutional logic emphasis are found between the Finnish and Spanish police. Understanding the partly general and partly locally constructed nature of institutional logics may facilitate the development of police work performance measurement. We also suggest ways of coping with multiple institutional logics. For example, risk-analyses and selecting KPIs against the current institutional logic may facilitate organizational developments.

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Section: Multiple Institutional Logics and Kpismentioning

confidence: 99%

Institutional Logics in Police Performance Indicator Development: A Comparative Case Study of Spain and Finland

Rautiainen

Grande

Muñoz-Colomina

2015

European Accounting Review

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“…The BSC has been adopted successfully in all types of organizations, including both manufacturing and service (Thomas, Gable, & Dickinson, 1999;Chow, Haddad, & Williamson, 1997;Hoque and James, 2000), public and private sectors (Papalexandris, Loannou, & Prastacos, 2004;Carmona and Gronlund, 2003), growing and mature organizations (Nielsen and Sorensen, 2004;Malina and Selto, 2001), and profit and non-profit organizations (Sohn, You, Lee, & Lee, 2003;Malmi, 2001;Irwin, 2002).…”

Section: Application Of Bsc In Large Firmsmentioning

confidence: 99%

The Balanced Scorecard in Large Firms and SMEs: A Critique of the Nature, Value and Application

Basuony¹

2014

AFR

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During the last two decades, the use of the BSC has been widely spread in all sectors such as manufacturing and services; small and large firms; public and private sector. The idea of this paper is to investigate the contribution made by the Balanced Scorecard in both large firms and SMEs. This paper critiques the Balanced Scorecard from different points of view such as generations of the BSC, performance measures used, benefits of using BSC, scope of BSC, the design of BSC and strategy deployment. Finally, these different points of view were analyzed in order to reflect the implementation and application of BSC in large firms and SMEs.

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“…The aim of the strategy map is simple: to show how a range of potentially disparate activities link together to Total Quality Management enable an organisation to achieve its vision. Most businesses will want to put the financial perspective at the top, as their ultimate objective is to satisfy shareholders by generating a decent return (Irwin, 2002). Strategy mapping is the process for visually making causeand-effect relationships between all possible strategic objectives in an organisation.…”

Section: Strategy Mapmentioning

confidence: 99%

Key performance indicators measurement in service business: a fuzzy VIKOR approach

Sofiyabadi

Kolahi

Valmohammadi

2015

Total Quality Management & Business Excellence

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This study attempts, through focusing on the concept of strategic control and by using fuzzy VIsekriterijumska Optimizacija i KOmpromisno Resenje (VIKOR) technique, to measure the importance and priority of key performance indicators (KPIs) in a successful service business of LG 'Goldiran Customer Service Company'. Based on the balanced score card, the KPIs in the four perspectives were determined and, by employing fuzzy multiple criteria decision-making (FMCDM) techniques, a systematic approach to help managers in strategic control was developed. The KPIs have been selected and used solely on the basis of LG's strategy and requirements. The survey company is among the best practice firms in the Middle East region. Therefore, the proposed hybrid systematic approach could be used as a suitable base for the development of strategic control by other companies. The obtained result from the experts' views reveal that on time and high-quality services to customer and human capital development are the most important KPIs for the implementation of strategic control in Goldiran Customer Service Company. Therefore, it could be concluded that the survey company should pay special attention to the control of the customer, and learning and growth perspectives.

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Strategy mapping in the public sector

Cited by 47 publications

References 1 publication

Institutional Logics in Police Performance Indicator Development: A Comparative Case Study of Spain and Finland

Institutional Logics in Police Performance Indicator Development: A Comparative Case Study of Spain and Finland

The Balanced Scorecard in Large Firms and SMEs: A Critique of the Nature, Value and Application

Key performance indicators measurement in service business: a fuzzy VIKOR approach

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