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Article
Publication date: 7 January 2025

Rima Rouhana and Didier Van Caillie

“Sustainability” in a health-care context is defined by the sustainable development goals (SDGs) adopted by the United Nations in 2015, and in particular the third SDG…

Abstract

Purpose

“Sustainability” in a health-care context is defined by the sustainable development goals (SDGs) adopted by the United Nations in 2015, and in particular the third SDG. Accordingly, this research summarizes seminal studies and draw on it to identify the waves of challenges affecting this sector. This study aims to contribute to the discourse on sustainability in health-care organizations (HCOs) by exploring the role of performance monitoring systems (PMS), such as the balanced scorecard (BSC).

Design/methodology/approach

To explore this issue further, the authors illustrate the transformation model of the HCOs, from inputs to outcomes. The authors rely on the systems and organizational analysis/behavior theories. They use a qualitative case study approach (the American University of Beirut Medical Center in Lebanon – AUBMC) to delve into the intricacies of PMS implementation in an HCO.

Findings

The authors’ findings underline the role of PMS in operationalizing sustainability within HCOs. By adopting a PMS, HCOs can facilitate the integration of environmental, social and economic factors into decision-making processes. HCOs can enhance their performance and create long-term value.

Research limitations/implications

Despite the important findings, this paper is not enough to “generalize” and “replicate” the results. However, this paper is able to highlight a road map for HCO’s managers. Furthermore, it does not take into account the impact of artificial intelligence on the design, implementation and analysis of the results produced by such a PMS.

Practical implications

This paper highlights the importance of strong leadership and a well-defined approach for HCOs to achieve sustainability. It highlights that sustainability is no longer just about reputation; sustainability can enhance organizational performance across various aspects. Leaders need to integrate sustainability into the organization’s mission, vision and values. Thus, implementing a PMS like the BSC is crucial. On the other hand, a focus on sustainability can attract and retain top talent who are increasingly concerned about environmental and social responsibility. Furthermore, sustainability efforts should consider patient needs. And finally, sustainability can drive innovation through developing new services, partnerships and technologies that reduce environmental impact and improve financial performance.

Social implications

This study highlights how adopting a sustainable approach in HCOs aligns with and supports achieving the UN-SDGs related to health care (SDG 3: Ensure healthy lives and promote well-being for all at all ages). The findings conclude on the HCO’s sustainability efforts to: improve access to quality care (by providing more efficient operations and resource allocation, potentially allowing HCOs to treat more patients and improve access to quality care − SDG 3.1, 3.8); encourage investments in preventative care programs and public health initiatives (by contributing to a healthier population and reducing treatment burdens − SDG 3.3, 3.4); support environmental responsibility (by reducing energy consumption and waste disposal in HCOs can lessen their environmental footprint and contribute to a healthier planet − SDG 3.9); focus on the employee well-being (by creating a more positive work environment with better air quality and potentially stress-reducing practices, potentially improving employee well-being − SDG 3.9); and innovate for better health care (sustainability can drive innovation in areas such as telemedicine, renewable energy sources for powering HCOs and developing environmentally friendly medical equipment − SDG 3.b).

Originality/value

This research contributes to the emerging field of sustainability in health care by providing empirical evidence of the role of PMS in achieving sustainability goals. The case study offers practical insights for HCOs seeking to improve their sustainability performance and highlights the potential of a PMS as a strategic management tool.

Book part
Publication date: 16 August 2023

Marcellin Chirimwami Luvuga, Deogratias Bugandwa Mungu Akonkwa and Didier Van Caillie

In recent times, the operating landscape of Small and Medium Enterprises (SMEs) environment can be described as constantly changing. Their performance is more dependent on the…

Abstract

In recent times, the operating landscape of Small and Medium Enterprises (SMEs) environment can be described as constantly changing. Their performance is more dependent on the managers' ability to implement effective control/management practices suitable for their context and operating environment. Through a multi-site case study, we examine the peculiarities of control/management practices in four SMEs in the city of Bukavu to ascertain whether and how those practices contribute to SMEs' performance. Our findings indicate the predominance of informal practices, which include coordination methods similar to the balanced scorecard, budgeting practices, cost imputation, cash monitoring and inventory management. Compared to the results from literature, these practices did not differ much from those observed in the SMEs of developed countries and are likely to contribute to performance achievement, which corroborates the proposition of the contingency theory.

Details

Casebook of Indigenous Business Practices in Africa
Type: Book
ISBN: 978-1-80455-763-1

Keywords

Content available
Book part
Publication date: 16 August 2023

Abstract

Details

Casebook of Indigenous Business Practices in Africa
Type: Book
ISBN: 978-1-80455-763-1

Book part
Publication date: 16 August 2023

Ogechi Adeola

Africa's history of trade, production and financial services that propelled the continent's economic systems existed long before an era of colonisation commonly recognised as…

Abstract

Africa's history of trade, production and financial services that propelled the continent's economic systems existed long before an era of colonisation commonly recognised as beginning in the nineteenth century. By the time the decolonisation of a majority of African countries was achieved in the mid-twentieth century, the African economic identity had been, to a great extent, relegated by Westernised methods and orientations. Today, Indigenous practices are once again resurfacing in Africa's ongoing search for sustainable development, with increasing calls to resuscitate and incorporate these age-long business orientations. This introductory chapter provides readers with a synopsis of all the themes of this second of a two-volume edited book with a focus on the philosophies and practices of Indigenous businesses, which, if successfully explored and scaled up, would make significant contributions to Africa's economic infrastructure.

Details

Casebook of Indigenous Business Practices in Africa
Type: Book
ISBN: 978-1-80455-763-1

Keywords

Book part
Publication date: 16 August 2023

Ogechi Adeola

Africa's diverse geographic regions are replete with indigenous business knowledge and practices embedded in the traditions, values and culture of the people. Many of these…

Abstract

Africa's diverse geographic regions are replete with indigenous business knowledge and practices embedded in the traditions, values and culture of the people. Many of these practices have been explored in the previous chapters of this book. This final chapter provides viable recommendations for adopting and improving Africa's indigenous business practices and methodologies. We expect that these observations and recommendations will support Africa's educators', business actors' and policymakers' efforts to draw from and apply rich insights from indigenous business knowledge and practices. However, beyond this, we hope that international enterprises operating in the continent can learn about the uniquely African business values and incorporate them appropriately into a context that fits. This concluding chapter, therefore, discusses how these objectives may be achieved.

Details

Casebook of Indigenous Business Practices in Africa
Type: Book
ISBN: 978-1-80455-763-1

Keywords

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