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

摘要

Purpose:udIn recent years, the Balanced Scorecard (BSC) has received udconsiderable interest among practitioners for managing their organization's performance. Unfortunately existing BSC frameworks, particularly for humanitarian supply chains, lack causal relationships among performance indicators, udactions, and outcomes. They are not able to provide a dynamic perspective of the organization with factors that uddrive the organization's behavior towards its mission. Lack of conceptual references seems to hinder the developmentudof a performance measurement system towards this direction.ududDesign/methodology/approach:udWe 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.ududFindings:udThis paper aims to identify the conceptual interdependencies among key performance indicators (KPIs) and represent them in the form of a conceptual model.ududResearch limitations/implications:udThe study is solely based on relevant existing literature.udTherefore further practical research is needed to validateudthe interdependencies of performance indicators.ududPractical implications:udThe proposed conceptual model provides the structure of a udDynamic Balanced Scorecard (DBSC) in the humanitarian supply chain and should serve as a starting reference for the uddevelopment of a practical DBSC model. The conceptual framework proposed in this paper aims to facilitate further research in developing a DBSC for humanitarian organizations.ududOriginality/value:udExisting 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 udfor humanitarian organizations.