Development of balanced scorecard framework based on an integrated approach of cause and effect diagram, Interpretive Structural Modeling (ISM) and Analytic Network Process (ANP)

Document Type : Research Paper

Authors

1 Associate Prof., Faculty of Social Sciences, Imam Khomeini International University, Gazvin, Iran

2 MSc., Faculty of Social Sciences, Imam Khomeini International University, Gazvin, Iran

Abstract

Balanced Scorecard is a strategic Evaluation Tool. Reviewing of the relevant literature indicate that regardless of significant improvement of conceptual and theoretical dimension of this framework, its implementation faces with some difficulties, specially based on quantitative approach. The purpose of this paper is to propose an integrated qualitative and quantitative approach for development of balanced scorecard (BSC) based on a manufacturing firm case study. This paper illustrates how to integrate the cause and effect diagram, Interpretive Structural Modeling (ISM) and Analytic Network Process (ANP) for determining strategic objectives and performance measures and their weights in balanced scorecard. Research results show that financial objectives have the most deriving power and learning and growth objectives are the most dependent objectives. Moreover, the customer perspective is the most preferred one, and higher weights are assigned to these objectives: increase asset utilization in financial perspective, production with competitive price in customer perspective, identification the customer groups needs and satisfied them in internal business process and active participation in the society in learning and growth perspective.

Keywords


Bentes, A. V. & Carneiro, J. & Ferreira da Silva, J. & Kimura, H. (2012). Multidimensional assessment of organizational performance: Integrating BSC and AHP. Journal of Business Research, 66 (12): 1790–1799.
Brown, M.G. (2000). Winning Score: How to Design and Implement Organizational Scorecards. Productivity Press. Cambridge, MA: Pearson.
Cheng, M.M. & Humphreys, K.A. (2012). The differential effects of the strategy map and the balanced scorecard on managers’ strategic judgments. The Accounting Review, 87 (3): 899-924.
Falah Shams Lialestani, M., Raji, M., Khajepur, M. (2013). Performance evaluation of organizations with combination of BSC, AHP, TOPSIS approaches, journal of industrial management, 5(1): 81-100. (in Persian)
Hilton, R., Maher, M., Selto, F. & Sainty, B. (2003). Cost Management: Strategies for Business Decisions. New York: The McGraw-Hill.
Irvani Tabrizipur, A., Fazli, S. & Alvandi, M. (2012). Performance evaluation of Hasheminezhad hospital in Tehran with combination of BSC and FAHP approaches, journal of Health Information Management, 9(3): 327-338.
(in Persian)
Kaplan, R. S. & D. P. Norton. (2008). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Boston, MA: Harvard Business School Press.
Kaplan, R. S. & Norton, D. P. (2001). The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Boston, MA: Harvard Business School Press.
Khodamipur, A. & Talebi, R. (2010). Evaluation of application of management accounting tools by Managers of manufacturing companies listed in Tehran stock market, journal of accounting review, 1(2): 117-137. (in Persian)
Malmi, T. (2001). Balanced scorecards in Finnish companies: a research note. Management Accounting Research, 12(3): 207-220.
Mehregan, M., Dehghan Niri, M. (2009). Evaluation of top management faculties of university of Tehran by Integrated approach of BSC-TOPSIS, journal of industrial management, 1(2): 153-168. (in Persian)
Mirfakhrodini, H. Amiri, Y. (2010). Providing solutions for presenting e-banking services by BSC, fuzzy ANP and fuzzy TOPSIS (State Bank Case Study of Fars province), journal of industrial management, 2(5): 141-158. (in Persian)
Momeni, M., Khodaee, S., Bashiri, M. (2009). Performance evaluation of social security organization with combination of BSC and FDEA approaches, journal of industrial management, 1(3): 137-152. (in Persian)
Neely, A., Adams, C. & Kennerley, M. (2002). The Performance Prism: The Scorecard for Measuring and Managing Business Success. London: FT Prentice-Hall.
Saaty, T.L. (2001). Decision Making with Dependence and Feedback: The Analytic Network Process. Pittsburgh, PA: RWS Publisher.
Smith, M. (2003). Research methods in accounting. London: SAGE publication.
Takkar, J., Deshmakh S.G. & Gupta, A. D. (2007). Development of a balanced scorecard. International Journal of Productivity and Performance Management, 56 (1): 25-59.
Taylor, W. B. (2010). The balanced scorecard as a strategy-evaluation tool: The effects of implementation involvement and a causal-chain focus. The Accounting Review, 85 (3): 1095–1117.
Tjader, Y., May, J.H., Shang, J., Vargas, L.G, Gao, N. (2014). Firm-level outsourcing decision making: A balanced scorecard-based analytic network process model. International Journal of Production Economics, 147(3): 614-623.
Warfield, J.W. (1994). Developing interconnected matrices in structural modeling. IEEE Transcript on Systems, Men and Cybernetics, 4 (1): 81-87.