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Towards a dynamic balanced scorecard approach: the case of Changi General Hospital in Singapore

Towards a dynamic balanced scorecard approach: the case of Changi General Hospital in Singapore We present a case study of how the Balanced Scorecard (BSC) approach can be applied on an interactive basis to better manage the resources of a mid-sized public sector hospital in Singapore. Using this dynamic BSC approach, this paper asserts that managerial decision making and performance measurement can be evaluated across the value chain of the enterprise more accurately and better depict the interactions occurring between different resources pools of an organisation, over time. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Enterprise Network Management Inderscience Publishers

Towards a dynamic balanced scorecard approach: the case of Changi General Hospital in Singapore

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Publisher
Inderscience Publishers
Copyright
Copyright © Inderscience Enterprises Ltd. All rights reserved
ISSN
1748-1252
eISSN
1748-1260
Publisher site
See Article on Publisher Site

Abstract

We present a case study of how the Balanced Scorecard (BSC) approach can be applied on an interactive basis to better manage the resources of a mid-sized public sector hospital in Singapore. Using this dynamic BSC approach, this paper asserts that managerial decision making and performance measurement can be evaluated across the value chain of the enterprise more accurately and better depict the interactions occurring between different resources pools of an organisation, over time.

Journal

International Journal of Enterprise Network ManagementInderscience Publishers

Published: Jan 1, 2007

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