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Multidimensional assessment of organizational performance: Integrating BSC and AHP
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چکیده
مقدمه
چارچوب نظری
روش ها و داده ها
کاربرد فرایند سلسله مراتب تحلیلی
نتیجه گیری
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[toggle title=”ترجمه چکیده”]
اندازه گیری عملکرد سازمانی یک فرایند پیچیده ای است با توجه به اینکه عملکرد بخودی خود یک پدیده چند وجهی است که عناصر اجزای آن ممکن است متمایز از اولویت های مدیریتی و یا حتی متقابلاً متناقض باشند. این مقاله یک شرکت مخابراتی برزیلی را برای بررسی و بیان ادغام دو روش کارت ارزیابی متوازن (BSC) (که یک چارچوب چشم انداز متعدد برای ارزیابی عملکرد است)9 و فرایند تحلیل سلسله مراتبی (AHP) (که ابزاری برای تصمیم گیری در جهت اولویت بندی دیدگاه های عملکرد چندگانه و شاخص ها و برای ایجاد یک استاندارد واحد برای رتبه بندی گزینه ها می باشد)، ارائه می کند.(در این مورد، عملکرد واحدهای عملیاتی). روش تعامل و تکرار به همراه یک رویکرد برای توافق ساخت در میان مدیرانی است که به ایجاد مقادیر اولویتی برای ابعاد عملکرد و شاخص های مربوطه میپردازد.
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[toggle title=”ترجمه مقدمه”]
سازمان ها برای منابع و مشتریان به رقابت می پردازند و باید به نحوی نتایج حاصل از تصمیمات و اقدامات خود را ارزیابی کنند. عملکرد سازمانی به هیچ وجه یک پدیده ساده نیست، بلکه یک مفهوم پیچیده و چند بعدی است. کامرون اظهار میدارد که عملکرد سازمانی ذاتاً متناقض است، زیرا زمانی که یک چشم انداز عملکرد خوبی را نشان دهد، چشم انداز دیگر ممکن است نتیجه عکس را نشان دهد. اغلب اوقات شاخص عملکرد تنها می تواند در هزینه های دیگری بهبود یابد . علاوه بر این، افراد ممکن است سلایق متفاوتی در مورد جنبه های مربوط ای داشته باشند که با تعریف و ارزیابی عملکرد رابطه زیادی دارند و به عنوان یک نتیجه، ممکن است که نسبت به مقیاس هایی که مورد استفاده قرار میدهند
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[toggle title=”مقدمه انگلیسی”]
Organizations compete for resources and customers and must somehow assess the results of their decisions and actions. Organizational performance is by no means a simple phenomenon; rather, it is a complex and multidimensional concept (Cameron, 1986, Chakravarthy, 1986 and Venkatraman and Ramanujam, 1986). Cameron (1986) states that organizational performance is inherently paradoxical because, while a given perspective may indicate good performance, another perspective may indicate the opposite. Oftentimes a given performance indicator can only be improved at the expense of another. Furthermore, individuals may have different preferences about which aspects are most relevant to define and assess performance (Zammuto, 1984) and, as a consequence, may disagree on which measures to use, the level of importance to assign indicators, and how to interpret results. Given the complexity of the phenomenon, several researchers (e.g., Barney, 2010, Chakravarthy, 1986 and Venkatraman and Ramanujam, 1986) advocate the use of multiple perspectives and multiple measures of organizational performance. Kaplan and Norton (1996) advance a framework of performance conceptualization and measurement – Balance Scorecard (BSC) – that explicitly incorporates several dimensions of performance. Although multiple perspectives and measures may better represent the multifaceted nature of the phenomenon, they pose several difficulties: (i) possible need to assign non-equal priorities to perspectives and to performance indicators within each perspective; (ii) need to account for mutually inconsistent results; and (iii) need to design an aggregated metric that would somehow summarize the whole story of success (or failure thereof). One of the methods that can address the complex issues of a balanced system of performance assessment is the Analytic Hierarchy Process (AHP), developed by Saaty, 1980 and Saaty, 1990a. AHP relies on decision-makers’ knowledge and expressed opinions in order to build a structure of hierarchically-organized objectives, criteria and decision alternatives. Based on decision-makers’ explicitly stated priorities across criteria, AHP builds a ranking of the alternatives with respect to the objective and indicates the extent to which each alternative is better (or worse) than each of the others. The main objective of the present study is to critically illustrate the application in a real-life business setting of an integrated approach that combines two theoretical frameworks – the multidimensional perspective on performance measurement (in this case, BSC) and the multidimensional ranking of decision alternatives (in this case, AHP) – in order to comparatively assess the performance of functional subunits within an organization. A subsidiary objective is to extend the external validity of both BSC and AHP by applying those frameworks to a particular industry (telecommunications) and setting (Brazilian environment and managers), which, thus far, the literature has rarely examined. Thus the paper focuses on the practical implementation of an integrated framework, bringing together two well established mechanisms for performance analysis and decision making. Although other studies explore a joint application of AHP and BSC, they typically rely on illustrative hypothetical examples (e.g., Leung, Lam, & Cao, 2006) or on a theoretical discussion of potential uses (e.g., Jovanovic & Krivokapic, 2008). In contrast, this paper examines a real-case implementation of AHP-BSC. Although one can conceive of several levels of organizational performance (e.g., corporate, business unit, functional area, etc.), the present study assesses only the performance of three functional areas in the financial department of a Brazilian privately-held telecommunications company. The contribution of this paper rests on the attempt to address the thorny issue (cf. Venkatraman & Ramanujam, 1986) of organizational performance measurement — in particular, how to (i) make sense of multiple (and often mutually conflicting) perspectives and measures of the phenomenon; (ii) prioritize among them; (iii) reach some synthesized assessment; and (iv) rank-order the level of performance of alternatives under comparative evaluation. A real-life example illustrates the procedure based on agreement-building among managers, which has the additional benefit of enlightening their knowledge as to performance outcomes, thereby developing a shared vision, and fostering a sense of esprit de corps. The study of a Latin American firm is relevant because, as argued by Brenes, Haar, and Requena (2009), the process of internationalization and openness of economies in this region has far-reaching impacts on management practices. In this context, formal structures related to strategy formulation and implementation emerge as fundamental elements for Latin American firms since the mid-1990s (Brenes et al., 2009). When the internal political and economic environment becomes more stable, as in the case of Brazil, formal policies and decision-making tools become more useful. In particular, the analysis of a real application of an integrated BSC and AHP framework to assess performance exemplifies the pattern of progress in Brazilian management practices. The following sections demonstrate the rank-ordering of the overall performance of the functional areas of the financial department of this Brazilian telecommunications company, taking into consideration (i) the relative degree of importance of four distinct perspectives of organizational performance; (ii) the relative degree of importance of performance indicators within each perspective; and (iii) the comparative relative performance of three functional areas in light of a weighted combination of all performance indicators and dimensions.
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[toggle title=”منبع”]
Journal : Journal of Business Research, Volume 65, Issue 12, December 2012, Pages 1790–1799
Publisher : Science Direct (Elsevier)
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فایل مقاله : 10 صفحه PDF
فایل ترجمه : 23 صفحه WORD
سال انتشار : 2012
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