Authors: Daruosh Zargari Samani, Majid Fathihi Zahrai Kohan
Addresses: Faculty of Management, Multi Media University (MMU), Chancellor Condominium, Kosas, Ampang, 68000, Selangor, Malaysia. ' Faculty of Management, Multi Media University (MMU), Chancellor Condominium, Kosas, Ampang, 68000, Selangor, Malaysia
Abstract: Healthcare systems are one of the most complex and fast-growing systems around the world. The balanced scorecard (BSC) is a multidimensional tool for measuring performance and managing organisations. The concepts of BSC are applicable in the healthcare systems, but the main challenge in implementing it is defining appropriate dimensions and indicators. Study of the relevant literature reveals that different hospitals use a variety of dimensions and indicators that arise from differences in strategy and vision in the context of culture and organisational needs. This study proposes a framework to provide similar dimensions and indicators for hospitals that work in the same context of culture and needs and have the same visions and strategy. The researchers believe that after redefining visions and strategies of hospital organisation for the executives of hospitals, the hospital organisation can find its own unique and suitable dimensions and indicators among existing ones to measure the hospital|s performance and also to make comparisons among peer hospitals.
Keywords: balanced scorecard; BSC; performance measurement; performance management; control; hospital performance; comparison; healthcare management; hospitals.
Journal for International Business and Entrepreneurship Development, 2011 Vol.5 No.4, pp.362 - 368
Available online: 06 Sep 2011 *Full-text access for editors Access for subscribers Purchase this article Comment on this article