The importance of balanced scorecards in hospitals

Aidemark, Lars-Göran; Baraldi, Stefano; Funck, Elin K.; Jansson, Andreas

doi:10.1108/s1479-3512(2010)0000020016

Cited by 5 publications

(9 citation statements)

References 24 publications

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“…Dominance, cycling and balancing are more or less integrative strategies, and among these, balancing is the most integrative (Fjellvær, ). Balancing plays a significant role by forming an equal relationship between organizational interests (Funck, ), and by creating goal congruence in hospital organizations (Aidemark et al, ). The coexistence of a caring philosophy and economics has been suggested to attain the dual goal of optimal patient care and fiscal responsibility (Cara et al, ).…”

Section: Discussionmentioning

confidence: 99%

Values and strategies: management of radical organizational change in a university hospital

Orvik¹

2016

Int J Health Plann Mgmt

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Managers' experiences of radical change were studied in a Norwegian university hospital, which was relocated from a traditional building to a new, high-tech building. The university hospital was also accredited as a health promoting hospital. Thirteen managers at different levels in the organization and a personnel safety representative were interviewed as part of a trailing research project. The aim of the study was to elucidate the managers' value orientation and strategies for dealing with value tensions. A combination of a hermeneutical, reflective method and a template for quality, efficiency and integrity guided the analysis. The template was based not only on the main findings but also on the core values of a model of organizational health. The results show that clinical managers focus on quality and top managers, not unexpectedly, focus on efficiency. Managers at both levels were concerned about their own integrity, and also about the integrity of their clinician colleagues, as well as showing concern for the hospital's mission, in terms of organizational effectiveness. The discussion was conducted in terms of dominance, cycling and balancing strategies, of which the last was the most prevalent. However, sustainable strategies for dealing with value tensions also call for value-based management and value-conscious leadership. Copyright © 2016 John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 99%

Values and strategies: management of radical organizational change in a university hospital

Orvik¹

2016

Int J Health Plann Mgmt

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“…"Take care of your employees, and they will take care of your customers,". (Aidemark, Baraldi, Funck, & Jansson, 2010) When evaluating the customer's viewpoint, the firm, among others, utilizes the following performance benchmarks: (Rao, Clarke, Sanderson, & Hammersley, 2006) a.…”

Section: Customer Perspectivementioning

confidence: 99%

Benefits of Using SWOT Analysis and Balanced Scorecard for the Development of the Quality of Health Services : Narrative Review

Adi

2022

J. Sci. n.a

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Hospital is a health service institution that is often used by the community to obtain the desired public health degree, provide services that meet expectations, and maintain service institutions. Consumers want the services of a responsible, market-oriented, customer-centric business. The emergence of problems in health services such as poor service, incomplete facilities, lack of human resources, and a less integrated hospital system cause the quality of health services to be less good. Therefore, tools and strategies are needed to improve hospital quality, such as SWOT analysis and Balanced Scorecard. This research is based on a review with type of narrative review. In this study, the collecting and arranging articles of from various literature sources related to the advantages of using SWOT and BSc analysis will be carried out in helping to improve the quality of health services. The use of SWOT analysis and the Balanced Scorecard can improve the quality of health services because it carries out the process of identifying and assessing important elements that affect the quality of health services and discussing tactics that can be taken to support decision-making in developing the quality of health services both in terms of services, facilities, health workers, and integrated hospital information system.

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“…Balanced scorecard, from Aidemark et al 's (2010) standpoint, is adopted for measurements linked with the organisational strategy. How balanced scorecard approach may be used in implementing organisational management strategies is illustrated by Rasila et al (2010).…”

Section: Literature Reviewmentioning

confidence: 99%

“…BSC has been adopted by a wide range of healthcare organisations, including national healthcare organisations, hospitals, and psychiatric centres (Zelman et al , 2003). BSC is used in 65 per cent of Swedish emergency hospitals (Aidemark et al , 2010). Aidemark (2010) observed that the balanced scorecard (BSC) enables the control of health care quality.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Chan and Seaman's (2009) study divulges that patient satisfaction is the most critical facet of the balanced scorecard in healthcare services. However, research by Aidemark et al (2010) found that performance monitoring is of secondary magnitude, even in emergency hospitals with more than five years' experience with the BSC. Moreover, the BSC is virtually never used in the hospitals' reward systems.…”

Section: Literature Reviewmentioning

confidence: 99%

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From unbalanced to balanced: performance measures in a Vietnamese hospital

Trong Tuan

2012

Leadership in Health Services

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PurposeFrom the data derived from a Vietnamese hospital, this study seeks to discern which organisational culture types, leadership styles, and trust types pave the path for the implementation of the balanced scorecard (BSC) system.Design/methodology/approachThe study uses a case research approach with a triangulation of data collation methods encompassing access to documents, field observations, and interviews. The in‐depth interviews with 37 hospital members and field observations were conducted during 21 months from March 2009 to November 2010.FindingsThe findings show that features relating to organisational change in terms of organisational culture, leadership style, and trust can impact the success of BSC implementation; nonetheless, the opposite direction can merely be encountered in the relationship between leadership style and BSC implementation.Originality/valueThe study offers insights into a successful model of BSC implementation in the healthcare sector built on such antecedents as organisational culture, leadership, and trust.

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The importance of balanced scorecards in hospitals

Cited by 5 publications

References 24 publications

Values and strategies: management of radical organizational change in a university hospital

Values and strategies: management of radical organizational change in a university hospital

Benefits of Using SWOT Analysis and Balanced Scorecard for the Development of the Quality of Health Services : Narrative Review

From unbalanced to balanced: performance measures in a Vietnamese hospital

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