Toward a dynamic balanced scorecard model for humanitarian relief organizations’ performance management

Abstract

In recent years, the Balanced Scorecard (BSC) has received considerable interest among practitioners for managing their organization's performance. Unfortunately existing BSC frameworks, particularly for humanitarian supply chains, lack causal relationships among performance indicators, actions, and outcomes. They are not able to provide a dynamic perspective of the organization with factors that drive the organization's behavior towards its mission. Lack of conceptual references seems to hinder the development of a performance measurement system towards this direction. Design/methodology/approach We formulate the interdependencies among KPIs in terms of cause-and-effect relationships based on published case studies reported in international journals from 1996 to 2017. Findings This paper aims to identify the conceptual interdependencies among key performance indicators (KPIs) and represent them in the form of a conceptual model. Research limitations/implications The study is solely based on relevant existing literature. Therefore further practical research is needed to validate the interdependencies of performance indicators. Practical implications The proposed conceptual model provides the structure of a Dynamic Balanced Scorecard (DBSC) in the humanitarian supply chain and should serve as a starting reference for the development of a practical DBSC model. The conceptual framework proposed in this paper aims to facilitate further research in developing a DBSC for humanitarian organizations. Originality/value Existing BSC frameworks do not provide a dynamic perspective of the organization. The proposed conceptual framework is a useful reference for further work in developing a DBSC for humanitarian organizations.

Understanding the decision-making process in disaster risk monitoring and early-warning: A case study within a control room in Brazil

“…For example, an action protocol may determine that a control room operator must issue an alert using data from rainfall gauges; however, in one particular case, he/she does not found an equipment installed at the location. In this context, there is an emerging trend to adopt reference task models to assist in disaster management [7,4], which is a definition of universal elements that can be employed by organization developers to solve a specific task at a given time. As a result, this could meet the need for a more flexible decision-making process and more resilient during disaster situations [60].…”

“…4 The participants emphasized the fact that the required tasks and their sequence flow may change during these phases and thus there could be evidence of further activities. For example, in the "Under Review" phase, the warning is analyzed with regard to its quality, while in the "Kept" phase, the disaster management specialist could investigate the occurrence of disaster damages and losses reported by the media in an affected area.…”

“…Is it likely going to cause a disaster critical event?'." 4 The first stage of a warning is "Opened", i.e., an adverse condition has confirmed by the operators and a warning should be sent to the National Civil Defense (SEDEC). After a warning is opened, the operators continuously monitor the area until the adverse condition is ceased.…”

Cash-Based Interventions to Enhance Dignity in Persistent Humanitarian Refugee Crises: A System Dynamics Approach

“…In this paper we categorize these elements into three pillars of dignity, namely overall health and social security, education, and improved coping strategy. Because CBIs are increasingly becoming a common mode of aid transfer for humanitarian organizations, there is a need to better understand CBI effects on the key components of refugees' dignity and humanitarian operations [28,29,20,30], and the impact mechanism of CBIs on the building elements of dignity [31]. Such an analysis is particularly needed at the initiation phase of CBI programs [32].…”

Modelos para evaluar la sostenibilidad de las organizaciones

“…El BSC permite vincular la estrategia de una organización con el sistema de medición de esta, a través de las relaciones causa-efecto de los objetivos, incorporando indicadores no financieros (Anjomshoae, Hassan, Kunz, Wong y Leeuw, 2017). Adicionalmente, el BSC provee un marco de trabajo para organizar los objetivos estratégicos a través de cuatro perspectivas: financiera, clientes, procesos internos, y aprendizaje y crecimiento (Kaplan y Norton, 2001).…”