An analysis of a new combined structural model of the Balanced Scorecard and European Foundation for Quality Management models

Document Type : Research Paper


1 Ph.D. Candidate, Marketing Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Iran

2 Instructor, Department of Tourism Management, Payame Noor University (PNU), Tehran, Iran


The present study aims to address the problem of inadequate coverage of various aspects of organizational performance by balanced scorecard (BSC) model through its developing based on the European foundation for quality management (EFQM) model. To this end, a developed BSC model, encompassing variables of stakeholders, resource effectiveness, processes effectiveness, human resource management effectiveness, leadership method, strategy and performance was proposed and, then, validated in a new structural model. The findings firstly revealed an appropriate fitness of the proposed model. Regarding the relationship among variables, staff management effectiveness, resource effectiveness, leadership method and processes effectiveness, respectively, imposed the most “direct impacts” on the organizational performance. On the other hand, “summated impacts” (direct and indirect) on the organizational performance were imposed by leadership method, staff management effectiveness, resource effectiveness and stakeholders variables, respectively. Managers can apply the model suggested in this study to measure performance in the respective organizations as well as a weighting criteria guide on how to accurately measure different dimensions of performance.    



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