Developing A Sustainable Balanced Scorecard (SBSC) Model by Integrating EESG (Economic, Environmental, Social, and Governance) Performance Indicators for Private Hospitals in Egypt
DOI:
https://doi.org/10.56830/IJAMS04202306Keywords:
Sustainable Healthcare, SBSC, Private Hospitals, Performance Measurement, DEMATELAbstract
This study constructs a model for Sustainable Balanced Scorecard (SBSC) by identifying the critical indicators from eight perspectives (Finance, Internal Business Process, Customer/Patient, Learning and Growth, Economic, Environmental, Social, and Governance). Moreover, in this study, a structural evaluation approach is presented to link the important SBSC indicators to a strategy map for private hospitals in Egypt. The most important metrics for measuring hospital performance are compiled from relevant literature and evaluated by a panel of experts in accordance with the eight SBSC perspectives. Then, using the DEMATEL (Decision-Making Trial and Evaluation Laboratory) approach, a tool to analyze multiple criteria, the study ascertains the causal connections among the indicators, pinpoints the crucial core and deciding factors, and creates a visual strategy map with logical connections to boost hospital performance. To assess sustainable performance of private hospitals, 49 metrics were chosen based on the perspectives of the SBSC. Also, the study reveals that ‘‘Governance Control Activities’’, ‘‘Governance Financial Activities’’, ‘‘Non-compliance with laws and regulations’’, "Return on Investment", "% of Revenue from repeat business ", "Net Promoter Score (NPS)", and "Patient Complaints", are the most essential evaluation indicators for private hospitals’ performance. The strategy map results demonstrate a clear road map to assist hospital leaders in ranking performance metrics and focusing on strategy-related actions for the essential indicators, where they could more effectively direct their limited resources toward areas that need the most improvement.
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