SWOT分析和平衡计分卡进行绩效评估外文文献翻译中英文文档格式.docx
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SWOT分析和平衡计分卡进行绩效评估外文文献翻译中英文文档格式.docx
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文献出处:
ProcediaManufacturing,Volume39,2019,Pages786-793
译文字数:
3900多字
英文
MeasuringPerformanceUsingSWOTAnalysisandBalancedScorecardLuisE.Quezada,EduardoA.Reinao,etc
Abstract
ThispaperpresentsamethodtomeasuretheperformanceofacompanybycombiningStrengths-Weakness-Opportunities-ThreatsAnalysis(SWOTanalysis)andtheBalancedScorecard(BSC)throughtheAnalyticalNetworkProcess(ANP).BSCisastrategicmeasurementsystemthathasbecomeastrategicmanagementsystem.ABSCincludesstrategicobjectivesandperformanceindicatorsthatarealignedwiththemissionandstrategyoftheorganization.TheliteratureinmodelingaBSCusingMulticriteriaDecisionMakingMethods(MCDM)isvast.MethodssuchasANPhavebeenusedfordifferentpurposes.Ontheotherhand,Strengths-Weaknesses-OpportunitiesandThreatsAnalysis(SWOT)analysisisamethodologyforanalyzingacompanyfromaninternalandexternalperspectiveinordertogeneratestrategiesforthefirm.Ithasalsobeenmodeledquantitativelyinordertoproducestrategies.ThispaperpresentsamethodthatcombinesquantitativelyBSCandSWOTanalysistoassessacompany.Theproposedmethodwasimplementedinacompanythatbelongstothefoodindustry.Aftertheapplication,managerswereaskedaboutthemethodandtheimplementationprocess.Theyfoundthatthemethodwasusefulbuttime
consuming.
Keywords:
SWOTAnalysis,BalancedScorecard,Strategy,PerformanceMeasurement
1.Introduction
Thereisnotanagreeddefinitionaboutwhatperformancemeasurementis[1],[2].Neelyetal.[2]defineitas“theprocessofquantifyingtheefficiencyandeffectivenessofaction”.Thereareanumberofframeworksformeasuringtheperformanceofanorganization.Amongthem,theBSCisusedinthiswork.Intheproposedmethod,whatitisevaluatedistheachievementofthestrategicobjectivesoftheBSC,byusingthescaleproposedbyChengetal.[3]thatrangesfrom0to1.
KaplanandNorton[4]developedtheBSCasaperformancemeasurementsystem.Itchallengestheusualuseoffinancialindicatorstomeasuretheperformanceofacompanyformastrategicpointofview,byconsideringindicatorsinotherperspectives.TheBSChasevolvedfromaperformancemeasurementsystem(PMS)toastrategicmanagementsystemandhasbecomeverypopularamongpractitioners[2],[5],[6],[7].Itconsidersfoursperspectives,Finances,Clients,InternalProcessesandGrowth&
Learning,definingstrategicobjectivesforeachofthem,whicharealignedwiththemissionandstrategyofthecompany.Thestrategicobjectivesarealsolinkedthroughcausalrelationshipstocreatea“strategymap”,whichisawayofrepresentingthestrategyofacompany
[8],[9],[10].
Ontheotherhand,TheStrengths-Weaknesses-OpportunitiesandThreatsAnalysis(SWOT)analysisisatoolforanalyzingacompanyfromaninternalandexternalperspective,inordertogeneratestrategiesforthefirm.ItwaspopularizedbyAndrews[11],basedontheideasofDrucker[12],Selznick[13]andChandler[14].TheSWOTmatrix,derivedfromtheSWOTanalysis,presentsamechanismtofacilitatethelinkbetweenthestrengthsandweaknesses(internalfactors)andthethreatsandopportunitiesofthemarket(externalfactors).TheSWOTanalysisallowsmanagerstodevelopfourtypesofstrategies:
SO(Strengths–Opportunities),ST(Strengths–Threats),WO(Weaknesses
–Opportunities)andWT(Weaknesses–Threats).Inthisway,itprovidesaframeworkforidentifyingandformulatingstrategies.
BothBSCandSWOTanalysishavebeenquantifiedusingmulticriteriadecision-makingmethods(MCDM),suchastheAnalyticHierarchyProcess(ANP)anditsextension,theAnalyticNetworkProcess(ANP),bothdevelopedbySaaty[15],[16],[17].
BSChasbeenmodelledusingMCDMforvariouspurposes.Someexamplesareshown.Sohnetal.[18]investigatedtherelationshipbetweenthecorporatestrategy,theenvironmentalforcesandtheperformancemeasurementsoftheBSC.Ravietal.[19]proposedadecisionmodelbasedonAHPandANPtoselectdecisionalternatives
withinaBSCframework.Leungetal.[10]usedAHP/ANPtosupporttheBSCimplementationprocess.Leeetal.[20]modelledaBSCusingFuzzy-AHPtoevaluateadepartmentofinformationtechnologies.Yü
kselandDağdevire[21]proposedamodeltoestimatetheperformanceofacompanyusingaBSCmodelledwithFuzzyANP.Povedaetal.[22]proposedamethodforselectingperformanceindicatorsusingANPandBSC.Bojetal.[23]developedamethodologytoidentifyandmanagetheintangibleassetsofafirm,usingaBSCasaframeworkandANPtoquantifyit.QuezadaandLó
pez-Ospina[24]identifiedthecausalrelationshipsofthestrategymapofaBSCusingAHPandLinearProgramming.PatilandKant[25]evaluatedtheimpactoftheadoptionofknowledgemanagementonasupplychainperformanceusingBSCandFuzzyANP.Modaketal.[26]developedaframeworkbasedonBSCandFuzzyAHPtodefineperformanceindictorstoevaluateoutsourcingdecisions.
Asstatedabove,theSWOTanalysisisapowerfultoolforcarriedoutanexternalandinternalanalysisfromastrategicpointofview,aswellasfordefiningstrategies.However,itdoesnotprovideamethodtoassignarankoraprioritytothefactors/strategiesidentified.Toovercomethislimitation,authors,suchasKurtillaetal.[27},Shresthaetal.[28],Kahramanetal.[29],EslamipoorandSepehriar[30],Mehmoodetal.[31],Zareetal.[32]andPolat[33]usedAHPtoassignprioritiesto
thevariouselementsoftheSWOTanalysis.Someauthors,suchasChangetal.[34],Yü
kselandDagdeviren[21],Azimietal.[35],Sevklietal.[36],Shahabietal.[37],Arsićetal.[38]haveusedANPtohavetoassignprioritiestothefactorsorstrategiesassociatedtotheSWOTanalysis.
TheanalysisoftheexistingliteratureshowsthatboththeBSCandSWOTanalysishavebeenmodelledandquantifiedusingMCDMs.However,itwasnotfoundanyworkinwhichBSCandSWOTanalysiswerecombinedquantitatively.Infact,thereareanumberofpapersinwhichbothtoolsarecombinedconceptually.TwoexamplesarethepapersauthoredbyQuezadaetal.[39],whocreatedaSWOTmatrixfromthestrategicobjectivesofaBSC,andLeeandLo[40]whoproducedaframeworkforformulatingastrategyforvocationaleducation.
TheobjectiveofthispaperistodesignamethodformeasuringtheperformanceofafirmusingANPunderaframeworkofBSCandSWOTanalysis.Itthisway,twopowerfulmanagementtoolsarecombinedtotakeadvantageofthecharacteristicsofbothofthem.ThecontributionofthepaperisthatthestrategicobjectivesareexplicitlyconnectedtotheinternalandexternalanalysisprovidedbytheSWOTanalysis.
2.THEPROPOSEDMETHOD
2.1.Overview
ThecentralelementoftheproposedmethodisanANPmodelthatincludesSWOTfactorsandsub-factors,strategies,BSCperspectivesandstrategicobjectives.Itmeansthatthecompanyhastoundertakeastrategyformulationprocess,inwhichaSWOTmatrixiscarriedoutandstrategiesandstrategicobjectivesaredefined.ANPisusedtoestimatethepriorityofthestrategicobjectives,whicharecombinedwithanassessmentoftheleveloftheirachievementinordertogetameasurementofthecompany´
sperformance.
2.2.TheANPmodel
TheANPmodelhas6levels.ItisdepictedinFigure1.Itshouldbenotedthatitisnothierarchical,becausethereisaninnerdependenceintheSWOTlevelandinthePerspectivelevel.TheapplicationofthetechniquesprovidedbyANPleadstoapriorityassignedtoeachstrategicobjective.
2.3.PerformanceAssessment
Theperformanceassessmentisdonebyassigningadegreeofachievementofthestrategicobjectives.ThescaleproposedbyChengetal.[3]isused,whichrangesfrom0(verylowachievement)to1(veryhighachievement).Thevalueassignedtoastrategicobjectivedependstothecurrentvalueofperformanceindicatorinrelationtothetargetdefined.Ontheotherhand,oneofthekeyresultsfromtheANPmodelisthepriorityofeachoneofthestrategicobjectives.Theperformanceindexis
calculatedasfollows:
2.4.Thestepsofthemodel
Step1:
SWOTanalysis.TheStrengths,Weaknesses,OpportunitiesandThreatsareidentified.ThestrategicalternativestobeevaluatedareobtainedfromtheSWOTmatrix.
Step2:
IdentificationofStrategicObjectives.Thestrategicobjectivesareidentified.TheyarethengroupedintotheBSCperspectives.
Step3:
BuildingtheANPmodel.TheSWOTfactors(Strengths,Weaknesses,OpportunitiesandTreats),SWOTsub-factors,strategicalternativesandstrategicobjectivesareincludedintheANPmodel.
Step4:
ANPcalculations.ThepairwisecomparisonsbetweenthevariouselementsoftheANPmodelarecarriedout.Theusualmethodofbuildingthesupermatrixandthencalculatingthesupermatrixcanbeused.However,themethodproposedbyTsengyHuangetal.[41]isutilized.ThismethodtakesintoconsiderationthattheANPmodelisahierarchywithinterdependenceofthenodesinsomeofthelevels
Step5:
Performanceassessment.Theequation
(1)isusedtoevaluatetheperformanceofthecompany.
3.Applicationinacompany
3.1.DescriptionoftheFirm
Thecompanyisdedicatedtothedistributionoffoodproductsinthe
localmarket.Ithasthreesalesstoresandadistributioncenter.Itssaleshaveincreaseddramaticallyinthepast3years.Ithasledthecompanytoconsiderthestrategyofopeningmoresalesstores.Theincreaseofthesaleslevelhasmadethisfirmtobecomeanexcellentcaseforapplyingtheproposedmethod.Thecompleteprocesswasimplementedwiththeparticipationofthemanagingdire
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