The Balance Scorecard Conceptual Framework Application for Health Care Organization Management

Abstract

This academic consists purposes to explore the application of the Balanced Scorecard (BSC) framework to health organization management. The focus is on analyzing its suitability and cautions for implementation, as a guideline for effective strategic management in the context of health organizations. The scope of the article includes a review of the concept and definition of Balanced Scorecard, as well as a study of management systems using the BSC concept in various types of health organizations, such as hospitals, clinics, and community nursing homes. Data used in this article are derived from a systematic literature review and related research. The data were collected and analyzed using theoretical and comparative analytical methods. The analysis focuses on the link between strategies and indicators under the BSC framework, as well as their appropriate adaptation to the context of health organizations to achieve balanced and sustainable outcomes. Recommendations are also presented for systematically developing BSC management systems in health organizations. The study found that applying the Balanced Scorecard concept to health organization management helps balance short-term and long-term goals by reducing the emphasis on finances and emphasizing other perspectives. This enables organizations to enhance the efficiency of each function, fostering organizational flexibility to adapt to various contexts and situations. Furthermore, the article emphasizes the importance of carefully applying the BSC, considering the distinct characteristics of each organization. To prevent implementation issues that are inconsistent with the actual context.