A Balanced Scorecard Approach in Assessing IT Value in Healthcare Sector: An Empirical Examination

Conceptual structure of balanced scorecard research: A co-word analysis

The present research aims to examine the conceptual structure of balanced scorecard (BSC) research from its inception (1992) to the end of 2020. After a review of the BSC literature, co-word analysis and social network analysis are used to analyze the data. The results show that 3742 documents have been published between 1992 and 2020 with 2638 distinctive keywords. The most frequently used keywords are "Balanced Scorecard", "Management", "Performance", "Framework" and "Strategy". Moreover, the article "The Balanced Scorecard: Measures That Drive Performance" with 4253 citations, was the most frequently cited article and "Robert Kaplan" with 16 documents and 8063 citations was the top author in terms of citation count and the number of documents. The United States is the top country with 486 documents and 18,805 citations. In addition, the journal "Total Quality Management and Business Excellence" is the most prolific journal with 50 articles, and the journal "Harvard Business Review" with 7778 citations, is the top journal in the number of citations. "Islamic Azad University of Iran" is the top university in the world with 57 documents. The most common keyword in Asia, Europe, North America, South America, and Oceania is "Balanced Scorecard". The results of this study provide an overview of the state of BSC literature and can enable researchers to identify and develop ideas for future research.

Combining the Use of Data Analytics and Balanced Scorecard to Enhance Healthcare Delivery: A Study

In recent years, there has been a tremendous leap in the usage of data in its different forms. Big data has grown exponentially and so have the tools that enable culling out meaningful data that have the potential to transform business establishments. Tools that make use of big data like Cloud Computing, Data Warehousing, Dashboards and Mobile Apps have found application in several fields including healthcare. These applications provide real-time data to aid business establishments in making timely decisions. However, data need to be presented in an appropriate format like ones shown in the balanced scorecard (BSC) which has undergone a number of refinements since the 1990s. Since the BSC includes the provision of both financial and non-financial key performance indicators (KPI), it serves the long-term interests of an organisation. The efficacy and profitability of the BSC can be scaled up with the aid of data analytics which provides all inputs for a decision support system. This article explores the various possibilities of using data analytics in providing and updating meaningful inputs to each of the perspectives of the BSC to enhance healthcare delivery.

Surveying perceptions of the early impacts of an integrated electronic medical record across a hospital and healthcare service

Objective This study provides insights into the reported early impacts of the digital transformation of a large Australian hospital and healthcare service (HHS) by surveying staff perceptions of an integrated electronic medical record (ieMR). Methods The information systems success model was used as a tool to evaluate perceptions of system quality, information quality, individual benefits and expected organisational benefits of the ieMR soon after its introduction at the HHS. A questionnaire was distributed to staff in all five hospitals in the HHS immediately after implementation. Overall staff perceptions were examined, in addition to how perceptions differed by site and profession. Results Overall, staff held mildly positive early perceptions of system quality, information quality, individual benefits and expected organisational benefits. These views were largely consistent across sites. In terms of professions, allied health held more positive perceptions, followed by administrative and nursing professionals. Medical professionals held negative perceptions, but were neutral regarding their future expectations. Conclusion On average, staff viewed the ieMR mildly positively immediately after implementation (despite significant changes to work practices), but differences exist across professional groups. What is known about the topic? Hospitals globally are in the midst of a digital transformation. Yet, reported impacts are mixed and there have been few studies of the effects of comprehensive electronic medical record (EMR) implementations. What does this paper add? This paper evaluates a comprehensive EMR immediately after go-live. We found positive early perceptions of system quality, information quality, individual benefits and expected organisational benefits. We also found that perceptions of medical professionals were largely negative, but they were neutral in terms of their future expectations. What are the implications for practitioners? Health services may be unsure of the effect of implementing a comprehensive EMR because of conflicting reports in the literature, some touting major benefits, others stressing major costs. Our results paint a middle-ground picture immediately after implementation. Staff perceptions are mildly positive on average, which is reassuring given the results were obtained during the early disruptive period after implementation.

Bureaucracy and the balanced scorecard in health care settings

PURPOSE

We explore the relationship between the balanced scorecard (BSC) and neo-bureaucracy by investigating whether the operationalization of the BSC incorporates "neo-bureaucratic" ideas and whether the BSC implemented in a Portuguese Local Health Unit (LHU) demonstrates a neo-bureaucratic approach.

DESIGN/METHODOLOGY/APPROACH

We conduct semi-structured interviews with LHU staff and analyse documents to assess whether features of bureaucratic organization were evident in the use of a BSC by the LHU.

FINDINGS

We found nine bureaucratic features evident in the LHU's BSC. These were systematization, rationality, authority, jurisdiction, professional qualification, knowledge, discipline, transparency and accountability. The BSC used at the LHU demonstrated a neo-bureaucratic approach.

ORIGINALITY/VALUE

Our study helps to demystify bureaucracy and overcome prevailing prejudices regarding some of its principles. Health care managers should recognize and endorse neo-bureaucratic principles in developing a BSC. They should recognize the BSC as involving a neo-bureaucratic approach. The BSC is a valuable management tool that hospital managers should find useful in fostering flexibility, collaboration, innovation and adaptation - all of which should help lead to improved healthcare outcomes.

A systematic literature review of healthcare supply chain and implications of future research

Purpose

This paper aims to review the healthcare supply chain (HSC) literature along various areas and to find out the gap in it.

Design/methodology/approach

In total, 143 research papers were reviewed during 1996-2017. A critical review was carried out in various dimensions such as research methodologies/data collection method (empirical, case study and literature review) and inquiry mode of research methodology (qualitative, quantitative and mixed), country-specific, targeted area, research aim and year of publication.

Findings

Supply chain (SC) operations, performance measurement, inventory management, lean and agile operation, and use of information technology were well studied and analyzed, however, employee and customer training, tracking and visibility of medicines, cold chain management, human resource practices, risk management and waste management are felt to be important areas but not much attention were made in this direction.

Research limitations/implications

Mainly drug and vaccine SC were considered in current study of HSC while SC along healthcare equipment and machine, hospitality and drug manufacturing related papers were excluded in this study.

Practical implications

This literature review has recognized and analyzed various issues relevant to HSC and shows the direction for future research to develop an efficient and effective HSC.

Originality/value

The insight of various aspects of HSC was explored in general for better and deeper understanding of it for designing of an efficient and competent HSC. The outcomes of the study may form a basis to decide direction of future research.

Linking knowledge management orientation to balanced scorecard outcomes

Purpose

– This study aims to develops the decomposed model to examine the influence of knowledge management orientation (KMO) dimensions (organizational memory, knowledge sharing, knowledge absorption and knowledge receptivity) on balanced scorecard outcomes (learning and growth, internal process, customer satisfaction and financial performance).

Design/methodology/approach

– Survey data from 244 managers (in charge of KM projects in their companies) in large Taiwanese firms were collected and used to test the decomposed model using the structural equation modeling approach.

Findings

– This study finds that knowledge sharing is the strongest predictor of internal process performance, while knowledge absorption is pivotal in improving customer satisfaction. The results also show that non-financial performance measures (i.e. learning and growth, internal process and customer satisfaction) directly and indirectly affect financial performance through cause-and-effect relationships.

Practical implications

– In an increasingly dynamic environment, the building of internal knowledge stocks is likely insufficient, but knowledge must be moved between a firm and external entities (e.g. customers, business partners and education and research institutes) (i.e. building knowledge flows) to achieve increased customer satisfaction and financial performance.

Originality/value

– Theoretically, the findings of this study suggest that the decomposed approach helps to understand the complex relationships embodied in the KMO–performance link, which cannot be surmised using a composite model. From the managerial perspective, the findings of this study may help academics and managers design and sustain KMO implementation throughout the organization to achieve higher effectiveness, efficiency and profitability.

Deciphering the Imperative: Translating Public Health Quality Improvement into Organizational Performance Management Gains

With the launching of the national public health accreditation program under the auspices of the Public Health Accreditation Board (PHAB), health department momentum around quality improvement adoption has accelerated. Domain 9 of the PHAB standards (one of 12 domains) focuses on evaluation and improvement of performance and is acting as a strong driver for quality improvement and performance management implementation within health departments. Widespread adoption of quality improvement activities in public health trails that in other US sectors. Several performance management models have received broad acceptance, including models among government and nonprofits. A model specifically for public health has been developed and is presented herein. All models in current use reinforce customer focus; streamlined, value-added processes; and strategic alignment. All are structured to steer quality improvement efforts toward organizational priorities, ensuring that quality improvement complements performance management. High-performing health departments harness the synergy of quality improvement and performance management, providing powerful tools to achieve public health strategic imperatives.

Applications of the balanced scorecard for strategic management and performance measurement in the health sector

In order to attain a useful balanced scorecard (BSC), appropriate performance perspectives and indicators are crucial to reflect all strategies of the organisation. The objectives of this survey were to give an insight regarding the situation of the BSC in the health sector over the past decade, and to afford a generic approach of the BSC development for health settings with specific focus on performance perspectives, performance indicators and BSC generation. After an extensive search based on publication date and research content, 29 articles published since 2002 were identified, categorised and analysed. Four critical attributes of each article were analysed, including BSC generation, performance perspectives, performance indicators and auxiliary tools. The results showed that 'internal business process' was the most notable BSC perspective as it was included in all reviewed articles. After investigating the literature, it was concluded that its comprehensiveness is the reason for the importance and high usage of this perspective. The findings showed that 12 cases out of 29 reviewed articles (41%) exceeded the maximum number of key performance indicators (KPI) suggested in a previous study. It was found that all 12 cases were large organisations with numerous departments (e.g. national health organisations). Such organisations require numerous KPI to cover all of their strategic objectives. It was recommended to utilise the cascaded BSC within such organisations to avoid complexity and difficulty in gathering, analysing and interpreting performance data. Meanwhile it requires more medical staff to contribute in BSC development, which will result in greater reliability of the BSC.