Quantitative performance targets by using balanced scorecard system : application to waste management and public administration
© The Author(s) 2014.
| Veröffentlicht in: | Waste management & research : the journal of the International Solid Wastes and Public Cleansing Association, ISWA. - 1991. - 32(2014), 9 vom: 14. Sept., Seite 927-36 |
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| Format: | Online-Aufsatz |
| Sprache: | English |
| Veröffentlicht: |
2014
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| Zugriff auf das übergeordnete Werk: | Waste management & research : the journal of the International Solid Wastes and Public Cleansing Association, ISWA |
| Schlagworte: | Journal Article Balanced scorecard Monte Carlo municipal waste performance indicators targets |
| Zusammenfassung: | © The Author(s) 2014. This article demonstrates how decision-makers can be guided in the process of defining performance target values in the balanced scorecard system. We apply a method based on sensitivity analysis with Monte Carlo simulation to the municipal solid waste management system in Loulé Municipality (Portugal). The method includes two steps: sensitivity analysis of performance indicators to identify those performance indicators with the highest impact on the balanced scorecard model outcomes; and sensitivity analysis of the target values for the previously identified performance indicators. Sensitivity analysis shows that four strategic objectives (IPP1: Comply with the national waste strategy; IPP4: Reduce nonrenewable resources and greenhouse gases; IPP5: Optimize the life-cycle of waste; and FP1: Meet and optimize the budget) alone contribute 99.7% of the variability in overall balanced scorecard value. Thus, these strategic objectives had a much stronger impact on the estimated balanced scorecard outcome than did others, with the IPP1 and the IPP4 accounting for over 55% and 22% of the variance in overall balanced scorecard value, respectively. The remaining performance indicators contribute only marginally. In addition, a change in the value of a single indicator's target value made the overall balanced scorecard value change by as much as 18%. This may lead to involuntarily biased decisions by organizations regarding performance target-setting, if not prevented with the help of methods such as that proposed and applied in this study |
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| Beschreibung: | Date Completed 29.06.2015 Date Revised 21.09.2015 published: Print-Electronic Citation Status MEDLINE |
| ISSN: | 1096-3669 |
| DOI: | 10.1177/0734242X14540977 |