A sub-sample of the collected and analysed articles
| Author(s) a) | Journal b) | Year c) | Type of article d) | Context e) | Data collection f) | Data analysis g) | Main findings h) | |
|---|---|---|---|---|---|---|---|---|
| 1 | Akkermans and Van Oorschot | Journal of the Operational Research Society | 2005 | Explanatory case study | A business unit of Interpolis (one of the leading insurers in the Netherlands) | Workshop with management team members | Two-stage modelling process (qualitative causal loop diagramming followed by quantitative simulation), a BSC was developed | “This research illustrates how, through involvement of SD in this development process, management came to understand that seemingly contradictory goals such as customer satisfaction, employee satisfaction and employee productivity were, in fact, better seen as mutually reinforcing” (p. 931) |
| 2 | Aliakbari Nouri et al | International Journal of Productivity and Performance Management | 2019 | Empirical qualitative | 15 experts of hospital supply chain | Interviews, questionnaires of Fuzzy Delphi Method | Interpretative structural modelling | “The presented general framework links the financial measures with the environmental and social measures” (p. 148) |
| 3 | Mehralian et al | International Journal of Productivity and Performance Management | 2017 | Empirical qualitative | 30 largest pharmaceutical distribution companies in Iran | Survey questionnaires | Structural equation modelling | “TQM implementation can positively and significantly influence the BSC and its four perspectives” (p. 111) |
| 4 | Okongwu et al | Journal of Manufacturing Technology Management | 2015 | Empirical qualitative | 450 French industrial firms | Survey questionnaires | Structural equation modelling | “There are many strategic paths (of different nature) that link SCMPs and other intangible assets to financial performance” (p. 678) |
| 5 | Reefke and Trocchi | International Journal of Productivity and Performance Management | 2013 | Conceptual | Literature concepts combination of performance measurement in SCs and sustainability with the BSC | – | – | “BSC is illustrated by practical examples in an attempt to demonstrate the feasibility and practical value of the conceptual approach” (p. 805) |
| 6 | Rodríguez-Rodríguez et al | Computers in Industry | 2020 | Empirical qualitative | Dynamic supply chain BSC-based methodology, ceramic supply chain (with the Original Equipment Manufacturer and two of its suppliers) | Literature review, PMS implemented with strategic objectives, associated action plans, and KPIs with historical data | PCA analysis, PLS2 regression | “Alignment of all the future efforts of a whole supply chain in order to reach one point on a plane, which is a combination of interrelated supply chain KPIs” (p. 1) |
| 7 | Sandström and Toivanen | International Journal of Production Economics | 2002 | Explanatory case study | Tulikivi Oyj and its subsidiaries form the Tulikivi Group, manufacture of soapstone fireplaces | Performance analysis system of the case company | Performance analysis based on the balanced scorecard concept and cost accounting techniques, theoretical part applied in the case company | “If the implementation of BSC is done properly, the idea of BSC is helpful in managing design engineers” (p. 79) |
| Author(s) | Journal | Year | Type of article | Context | Data collection | Data analysis | Main findings | |
|---|---|---|---|---|---|---|---|---|
| 1 | Akkermans and Van Oorschot | 2005 | Explanatory case study | A business unit of Interpolis (one of the leading insurers in the Netherlands) | Workshop with management team members | Two-stage modelling process (qualitative causal loop diagramming followed by quantitative simulation), a BSC was developed | “This research illustrates how, through involvement of SD in this development process, management came to understand that seemingly contradictory goals such as customer satisfaction, employee satisfaction and employee productivity were, in fact, better seen as mutually reinforcing” (p. 931) | |
| 2 | Aliakbari Nouri | 2019 | Empirical qualitative | 15 experts of hospital supply chain | Interviews, questionnaires of Fuzzy Delphi Method | Interpretative structural modelling | “The presented general framework links the financial measures with the environmental and social measures” (p. 148) | |
| 3 | Mehralian | 2017 | Empirical qualitative | 30 largest pharmaceutical distribution companies in Iran | Survey questionnaires | Structural equation modelling | “TQM implementation can positively and significantly influence the BSC and its four perspectives” (p. 111) | |
| 4 | Okongwu | 2015 | Empirical qualitative | 450 French industrial firms | Survey questionnaires | Structural equation modelling | “There are many strategic paths (of different nature) that link SCMPs and other intangible assets to financial performance” (p. 678) | |
| 5 | Reefke and Trocchi | 2013 | Conceptual | Literature concepts combination of performance measurement in SCs and sustainability with the BSC | – | – | “BSC is illustrated by practical examples in an attempt to demonstrate the feasibility and practical value of the conceptual approach” (p. 805) | |
| 6 | Rodríguez-Rodríguez | 2020 | Empirical qualitative | Dynamic supply chain BSC-based methodology, ceramic supply chain (with the Original Equipment Manufacturer and two of its suppliers) | Literature review, PMS implemented with strategic objectives, associated action plans, and KPIs with historical data | PCA analysis, PLS2 regression | “Alignment of all the future efforts of a whole supply chain in order to reach one point on a plane, which is a combination of interrelated supply chain KPIs” (p. 1) | |
| 7 | Sandström and Toivanen | 2002 | Explanatory case study | Tulikivi Oyj and its subsidiaries form the Tulikivi Group, manufacture of soapstone fireplaces | Performance analysis system of the case company | Performance analysis based on the balanced scorecard concept and cost accounting techniques, theoretical part applied in the case company | “If the implementation of BSC is done properly, the idea of BSC is helpful in managing design engineers” (p. 79) |
Source(s): Authors' work
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