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1 – 10 of over 10000The purpose of this study is to illustrate the use of the ad hoc methodology of causal mapping to support the process of quantifying the financial returns related to…
Abstract
Purpose
The purpose of this study is to illustrate the use of the ad hoc methodology of causal mapping to support the process of quantifying the financial returns related to sustainability investments. The present study uses two methods to build causal maps, that is aggregate and congregate mapping, in order to capture managerial cognition and derive a model that reflects companies’ competitive advantages. The resulting causal map is a prerequisite and serves as a building block for the design of the organisation’s performance management systems for sustainability.
Design/methodology/approach
This study relies on qualitative, deductive research undertaken at the leading international pharmaceutical company Novo Nordisk. This chapter presents the results of a longitudinal study developed through an action research approach conducted at the Company over a four-year period.
Findings
This study illustrates how the described approach for developing causal maps can facilitate the elicitation of managerial tacit knowledge and the consequent identification of indicators to quantify the investments in sustainability.
Practical implications
This chapter proves the relevance of causal mapping as a comprehensive, articulated basis for developing and improving organisations’ strategic performance measurement systems (SPMSs).
Originality/value
This study’s main contribution is the triangulation of multiple qualitative methods to enhance the reliability of causal maps. This innovative approach supports the use of causal mapping to extract managerial tacit knowledge in order to identify indicators for the evaluation of investments in sustainability.
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William E. Gustashaw and Frederick J. Brigham
Several criteria were used for this study to determine the relevance of the literature for the purpose of the review. First, all articles were required to be published in…
Abstract
Several criteria were used for this study to determine the relevance of the literature for the purpose of the review. First, all articles were required to be published in peer-reviewed journals. Next, all articles were required to be primary sources. Reviews of the literature found throughout the search procedures were used as supporting information, as well as the basis for this review. Only quantitative studies were included in this review; opinion papers and qualitative studies were not incorporated into the results. The participants in each study had to be identified as having a learning disability. Studies that included regular education students as a control or comparative group were included as long as the treatment group included students with learning disabilities. The students with learning disabilities were required to possess verbal deficits. Those studies that examined students with non-verbal learning disabilities were excluded from this review. All studies were required to be in English and conducted in the United States.
Social enterprises (SEs), part of the third sector, are hybrid organizations combining the pursuit of social scopes with commercial business solutions. In seeking for social…
Abstract
Social enterprises (SEs), part of the third sector, are hybrid organizations combining the pursuit of social scopes with commercial business solutions. In seeking for social value, they pair for-profit and non-profit features, thereby compensating for shortcomings of both the public sector and the commercial market. Therefore, the performance management of such organizations assumes a crucial relevance. Among the available tools, the balanced scorecard (BSC) aims to capture performance multidimensionality, at the same time fostering legitimacy towards stakeholders.
In general terms, the BSC has the limit to follow a linear and static logic of construction and functioning. For this reason, scholars combine it with system dynamics (SD) to create dynamic balanced scorecards (DBSCs). However, literature seems to devote scarce attention to the adoption of such analytic tools in the third sector, particularly in SEs. This chapter wants to contribute to bridging this gap by proposing a tailored application in the context of a social cooperative, active in the clothing recycle and in the re-integration of disadvantaged social categories. By referring to previous literature about DBSC, two modelling strategies are identified: the BSC-driven and the SD-driven. The latter, based on inductive reasoning, is the one privileged for the study because of its wider flexibility. The modelling outputs consider different perspectives than the ones within traditional BSCs, contain elements of circular causality and show how financial and non-financial performances interplay and co-determine each other. Insights from the proposed model can be useful to support both decision-making and stakeholder engagement.
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Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award…
Abstract
Models of value creation that have been proposed for supporting value-based management are described and analyzed, including the Balanced Scorecard, the Baldrige Quality Award Criteria, the Deming Management Method, the Service-Profit Chain, and the Skandia Intellectual Capital Model. These models are compared, their potential for guiding the identification of value drivers and performance measures for value-based management is assessed, and management issues that must be addressed if such models are to contribute to long-run value creation are explored. These issues include causally linking value drivers to each other and to financial outcomes, the extent to which the models take a dynamic, or whole-system, view of value creation, and whether multiple value drivers should be explicitly weighted and combined to form a “value index.” Finally, the substantial body of research evidence linking intangible value drivers to financial outcomes is reviewed, and some directions for further research are offered.
Richard L Priem, Hermann A Ndofor and Kathleen E Voges
Behavioral scientists have long sought to capture how individuals’ understandings, perceptions and beliefs affect their decisions, often through examining the underlying cognitive…
Abstract
Behavioral scientists have long sought to capture how individuals’ understandings, perceptions and beliefs affect their decisions, often through examining the underlying cognitive processes that drive action (Schendel & Hofer, 1979). Economists, for example, are interested in how individuals’ utility functions influence their actions. Marketing researchers investigate how consumers’ preferences are reflected in their purchase behaviors. Organization researchers examine individual characteristics that influence outcomes such as job satisfaction, promotion, and turnover (Aiman-Smith et al., 2002).
Cidália Oliveira, Adelaide Martins, Mark Anthony Camilleri and Shital Jayantilal
There is a relationship between the organizations’ strategic objectives and their corporate communications. The latter is an important feature of organizational performance…
Abstract
There is a relationship between the organizations’ strategic objectives and their corporate communications. The latter is an important feature of organizational performance. Organizational leaders are continuously facing the challenge of communicating their strategic goals to their stakeholders. Very often, they are adopting performance management tools to meet this challenge. Consequently, this chapter explains that the Balanced Scorecard (BSC) can be used to evaluate and measure the firms’ corporate communications and their organizational performance. This tool has been widely recognized by academics and managers as it is capable of aligning organizational strategies (including their missions and visions), strategic indicators (leading and lagging indicators) and stakeholder management. A review of the relevant literature review suggests that many practitioners are becoming strategic in their corporate communications. In this light, this chapter clarifies that the BSC approach can be used to support them in their stakeholder engagement. This contribution is useful for both academics and practitioners as it aligns the corporate communication practices with organizational strategy and performance management in the digital era.
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