A system dynamics approach to the balanced scorecard: a review and dynamic strategy map for operations management

IF 7.3 2区工程技术 Q1 ENGINEERING, INDUSTRIAL

Journal of Manufacturing Technology Management Pub Date : 2024-02-12 DOI:10.1108/jmtm-02-2022-0069

Ivo Hristov, Matteo Cristofaro, Riccardo Camilli, Luna Leoni

{"title":"A system dynamics approach to the balanced scorecard: a review and dynamic strategy map for operations management","authors":"Ivo Hristov, Matteo Cristofaro, Riccardo Camilli, Luna Leoni","doi":"10.1108/jmtm-02-2022-0069","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This paper aims to (1) identify the different performance drivers (lead indicators) and outcome measures (lag indicators) investigated in the literature concerning the four balanced scorecard (BSC) perspectives in operations management (OM) contexts and (2) understand how performance drivers and outcome measures (and substantiated perspectives) are related.</p>\n<h3>Design/methodology/approach</h3>\n<p>We undertake a systematic literature review of the BSC literature in OM journals. From the final sample of 40 articles, performance drivers and outcome measures have been identified, and the relationships amongst them have been synthesised according to the system dynamics approach.</p>\n<h3>Findings</h3>\n<p>Findings show (1) the most relevant performance drivers and outcome measures within each BSC perspective, (2) their relationships, (3) how the perspectives are linked through the performance drivers and outcome measures and (4) how the different measures relate systemically. Accordingly, four causal loops amongst identified measures have been built, which – jointly considered – allowed for the creation of a dynamic strategy map for OM.</p>\n<h3>Originality/value</h3>\n<p>This study is the first one that provides a comprehensive and holistic view of how the different performance drivers and outcome measures within and between the four BSC perspectives in OM relate systemically, increasing the knowledge and understanding of scholars and practitioners.</p>","PeriodicalId":16301,"journal":{"name":"Journal of Manufacturing Technology Management","volume":"25 1","pages":""},"PeriodicalIF":7.3000,"publicationDate":"2024-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Manufacturing Technology Management","FirstCategoryId":"5","ListUrlMain":"https://doi.org/10.1108/jmtm-02-2022-0069","RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"ENGINEERING, INDUSTRIAL","Score":null,"Total":0}

引用次数: 0

Abstract

Purpose

This paper aims to (1) identify the different performance drivers (lead indicators) and outcome measures (lag indicators) investigated in the literature concerning the four balanced scorecard (BSC) perspectives in operations management (OM) contexts and (2) understand how performance drivers and outcome measures (and substantiated perspectives) are related.

Design/methodology/approach

We undertake a systematic literature review of the BSC literature in OM journals. From the final sample of 40 articles, performance drivers and outcome measures have been identified, and the relationships amongst them have been synthesised according to the system dynamics approach.

Findings

Findings show (1) the most relevant performance drivers and outcome measures within each BSC perspective, (2) their relationships, (3) how the perspectives are linked through the performance drivers and outcome measures and (4) how the different measures relate systemically. Accordingly, four causal loops amongst identified measures have been built, which – jointly considered – allowed for the creation of a dynamic strategy map for OM.

Originality/value

This study is the first one that provides a comprehensive and holistic view of how the different performance drivers and outcome measures within and between the four BSC perspectives in OM relate systemically, increasing the knowledge and understanding of scholars and practitioners.

查看原文本刊更多论文

平衡计分卡的系统动力学方法：运营管理的回顾和动态战略图

目的本文旨在：(1) 识别运营管理（OM）中有关四种平衡计分卡（BSC）视角的文献中所研究的不同绩效驱动因素（先行指标）和结果衡量指标（滞后指标）；(2) 了解绩效驱动因素和结果衡量指标（以及经证实的视角）之间的关系。研究结果研究结果表明：(1) 每种 BSC 视角中最相关的绩效驱动因素和成果衡量标准；(2) 它们之间的关系；(3) 视角如何通过绩效驱动因素和成果衡量标准联系起来；(4) 不同的衡量标准如何系统地联系起来。因此，在已确定的衡量标准之间建立了四个因果循环，通过对这些因果循环的综合考虑，创建了一个动态的运营管理战略地图。原创性/价值这项研究首次对运营管理中四个 BSC 视角内部和视角之间的不同绩效驱动因素和成果衡量标准如何系统地联系起来提供了一个全面而整体的视角，增加了学者和从业人员的知识和理解。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Journal of Manufacturing Technology Management Engineering-Control and Systems Engineering

CiteScore

16.30

自引率

7.90%

发文量

期刊介绍： The Journal of Manufacturing Technology Management (JMTM) aspires to be the premier destination for impactful manufacturing-related research. JMTM provides comprehensive international coverage of topics pertaining to the management of manufacturing technology, focusing on bridging theoretical advancements with practical applications to enhance manufacturing practices. JMTM seeks articles grounded in empirical evidence, such as surveys, case studies, and action research, to ensure relevance and applicability. All submissions should include a thorough literature review to contextualize the study within the field and clearly demonstrate how the research contributes significantly and originally by comparing and contrasting its findings with existing knowledge. Articles should directly address management of manufacturing technology and offer insights with broad applicability.