An Empirical Framework for Assessing the Balanced Scorecard Impact on Sustainable Development in Healthcare Performance Measurement

Abstract

Performance appraisal has become an essential tool for healthcare managers due to the frequent and rapid changes in the healthcare sector. Sustainable performance management implies increasing organizations’ efficiency and effectiveness while considering all vectors of sustainability. This study examines the impact of digital transformation, accounting information systems, and strategic human resource management improvements on organizational performance and sustainable development. The paper uses the balanced scorecard (BSC) for organizational performance assessment. The paper proposes a theoretical model that integrates the traditional and digital information systems and human resources engagement with the BSC dimensions for sustainable organizational development. The theoretical model is tested in an empirical study involving a questionnaire-based survey of 387 employees with management experience in the healthcare sector. Based on structural equation modeling, the research results showed that the efficiency and effectiveness of strategic human resources management and the accounting information system significantly positively affect the BSC dimensions. Furthermore, the use of BSC in measuring organizational performance has significant effects on sustainable development, with the internal process dimension being the most influential.

Putting the pieces together: towards an integrative framework for healthcare performance

“…The primary areas of focus should encompass key performance indicator (KPI) development, data sources and its collection, as well as a proper integration of dashboards with source systems, and the final presentation of information. Vărzaru (2022) investigates the application of BSC in measuring performance of healthcare organizations. The author proposes a model that highlights the information resources and human resources and argues that organizations should prioritize digital transformation and enhance their information systems, while also implementing measures to ensure strong commitment from their human resources.…”

Role of Digital Transformation for Achieving Sustainability: Mediated Role of Stakeholders, Key Capabilities, and Technology

“…Organizations can experience profound shifts in their functioning and ability to provide value-added services to customers by integrating digital technologies and new business models [33]. Enterprises can adopt various technologies, including big data, mobile devices, and social media [34]. These technologies enable MSMEs to achieve significant business improvements, such as enhancing the customer experience, streamlining operations, and creating innovative business models [23].…”

“…MSMEs encounter numerous challenges when adopting ICTs, including limited financial resources [110], a lack of digital skills and knowledge [34], inadequate infrastructure [91], and resistance to change [98]. However, owners or top managers must recognize the potential benefits and opportunities of embracing a sustainability-focused DX strategy driven by their digital capabilities [79,87].…”

“…The lack of digital skills and knowledge within MSMEs hampers their ability to leverage technology effectively [34]. Owners or top managers should recognize the significance of digital literacy and ensure access to training programs and resources to enhance their digital capabilities [16].…”

Using the Balanced Scorecard Scale in Building, a Four-Track Measurement Model to Predict the Intellectual Capital of Industrial Stockholder Companies Listed on the Amman Stock Exchange for the Period (2016–2020)

“…In the Balanced Scorecard, performance is measured using no specific scale. Organizations, on the other hand, often define their own objectives and standards for each of the indicators included in their Balanced Scorecard, [44]. These targets and benchmarks should be based on the organization's unique goals and objectives while being consistent with the organization's overall strategy.…”