DETERMINING OPTIMAL STRATEGIC PATHS IN PUBLIC COMPANIES
DOI:
https://doi.org/10.18623/rvd.v23.n4.4763Keywords:
BSC, Public Companies, FDM, Business GoalsAbstract
A high level of professional qualification in the public sector requires more efficient use of human resources, which can be achieved through monitoring the number of implemented projects and new investments. Linking reward systems to achieved results represents a key factor in increasing productivity. Public companies are obliged to provide adequate products and services that are accessible to all members of the community, meet their needs, and are offered at affordable prices without discrimination against consumers. The protection of these interests is ensured through price control mechanisms, standardization of the quality of essential goods, and other regulatory measures.
References
1 Villas M, Fonseca M & Macedo-Soares, T Diana L v A de, Assegurando o alinhamento estratégico da tecnologia de informação e comunicação: o caso das unidades de refino da Petrobras, Rev Admin Publ, 40 (1), (2006) 127-153.
2 Wisniewski M, Stewart D, Performance Measurement for Stakeholders. The Case of Scottish Local Authorities, Int J Pub Sect Man, 17 (2) (2004) 222-233.
3 Tangen S, Analysing the requirements of performance measurements systems, Meas Bus Exc, 9 (4), (2005) pp. 46-54.
4 Todorovic M., (2010), Business and financial restructuring of companies, Belgrade: Publishing Center of the Faculty of Economics in Belgrade.
5 Wu Chun-Teh J., Tsai Hsien-Tang , Shih Meng-Hsun & Fu Hwai-Hui, Government performance evaluation using a balanced scorecard with a fuzzy linguistic scale, Serv Ind J, 30 (3), (2010) 449-462, DOI:10.1080/02642060802248017.
6 Torfi F., Farahani Z R & Rezapour S, Fuzzy AHP to determine the relative weights of evaluation criteria and Fuzzy TOPSIS to rank the alternatives, Appl Soft Comput, 10 (2) (2010) 520-528.
7 Tung A, Baird K & Schoch P H, Factors influencing the effectiveness of performance measurement systems, Int J Oper Prod Man, 31(12), (2011) 1287-1310.
8 Wu KY, (2011), Applying the Fuzzy Delphi Method to Analyze the Evaluation Indexes for Service Quality after Railway Re-Opening-Using the Old Mountain Line Railway as an Example, Proceedings of the 15th WSEAS international conference on Systems, pp. 474-479, World Scientific and Engineering Academy and Society (WSEAS) Stevens Point, Wisconsin, USA ©2011, ISBN: 978-1-61804-023-7
9 www.bscdesigner.com
10 www.bscdesigner.com/bsc-designer/bsc-software-review
11 www.bscdesigner.com/case-studies
12 Tangen, S. (2004), Evaluation and revision of performance measurement systems, Doctoral thesis, Woxen Centrum, Department of production engineering royal institute of technology Stockholm.
13 Medori D and Steeple, D. A framework for auditing and enhancing performance measurements systems, Int J Oper Prod Man, 20(5) (2000) 520-53.
14 Mozaffari Mehdi M, Fazli S & Sedaghat-Seresht A, Identifying the most critical project complexity factors using Delphi method: the Iranian construction industry, Manage Sci Lett, 2 (2012) 2945–2952, available at:www.GrowingScience.com/msl
15 Najmi M, Etebari M & Emami S, A framework to review performance prism. Int J Oper Prod Man, 32(10) (2012) 1124-1146.
16 Murry T J, Pipino L L &Van Gigch, J P, A pilot study of fuzzy set modification of Delphi. Hum Syst Manage, 5 (1985) 76–80.
17 Neely A, Adams C & Crowe P, The Performance Prism in Practice. Meas Bus Exc, 5(2) (2001) 6-12.
18 Neely A D, Gregory M & Platts K, Performance measurement system design: a literature review and research agenda. Int J Oper Prod Man, 15(4) (1995) 80-116.
19 Micheli P, Mura M & Agliati M, Exploring the roles of performance measurement systems in strategy implementation: the case of a highly diversified group of firms, Int J Oper Prod Man, 31(10) (2011) 1115-1139.
20 Moullin, M. (2002). Delivering Excellence in Health and Social Care: Quality, Excellence and Performance Measurement. Open University Press, Buckingham.
Downloads
Published
How to Cite
Issue
Section
License
I (we) submit this article which is original and unpublished, of my (our) own authorship, to the evaluation of the Veredas do Direito Journal, and agree that the related copyrights will become exclusive property of the Journal, being prohibited any partial or total copy in any other part or other printed or online communication vehicle dissociated from the Veredas do Direito Journal, without the necessary and prior authorization that should be requested in writing to Editor in Chief. I (we) also declare that there is no conflict of interest between the articles theme, the author (s) and enterprises, institutions or individuals.
I (we) recognize that the Veredas do Direito Journal is licensed under a CREATIVE COMMONS LICENSE.
Licença Creative Commons Attribution 3.0





