The evaluation of healthcare organizations is complex due to the trade-offs between all healthcare features, benefits and costs to consider and the great number of stakeholders involved. Each healthcare policy is multidimensional and its criteria are both objective and subjective in nature, so multicriteria methods are appropriate decision-making tools for a general manager in the evaluation process. This paper proposes to evaluate the strategic policies of an Italian Healthcare Organization by means of the Analytic Network Process (ANP) integrated with a revised Balanced Scorecard (r-BSC) approach. This integrated network model allows one to take into account the micro-macro organizational setting opportunities and some normative constraints and incentives, typical of the Italian health context. So, it may be useful not only to rank strategic policies and derive priorities for perspectives, objectives and metrics involved in a strategic map, but also to assign a performance index to each element of the network model.

Evaluating Healthcare Organizations with a Network Model which integrates ANP with a revised-BSC

MARCARELLI G
2017

Abstract

The evaluation of healthcare organizations is complex due to the trade-offs between all healthcare features, benefits and costs to consider and the great number of stakeholders involved. Each healthcare policy is multidimensional and its criteria are both objective and subjective in nature, so multicriteria methods are appropriate decision-making tools for a general manager in the evaluation process. This paper proposes to evaluate the strategic policies of an Italian Healthcare Organization by means of the Analytic Network Process (ANP) integrated with a revised Balanced Scorecard (r-BSC) approach. This integrated network model allows one to take into account the micro-macro organizational setting opportunities and some normative constraints and incentives, typical of the Italian health context. So, it may be useful not only to rank strategic policies and derive priorities for perspectives, objectives and metrics involved in a strategic map, but also to assign a performance index to each element of the network model.
Healthcare organization; strategic management; Analytic Network Process; Balanced Scorecard; organizational decision making
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/20.500.12070/6241
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