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‘Balanced Scorecard’ as an operation-level strategic planning tool for service innovation

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  • Chih-Ming Arthur Luo
  • Hung-Fan Chang
  • Chi-Hung Su

Abstract

This study proposes a model for implementing the balanced scorecard (BSC) as an operation-level strategic planning tool in a medical service department for service innovation. The study involved four major units in a district hospital: the internal medicine ward, surgery ward, gynecology ward, and pediatrics ward. The results indicated that the nursing department not only had its own unique goals and tasks, but also that it was obligated to a comprehensive service system in addition to its specific caring subjects. The study is the first to shed light on the role of department-level strategic planning tool for service innovation. The results also indicated that the operation-level should design its own BSC as a strategic planning for service innovation.

Suggested Citation

  • Chih-Ming Arthur Luo & Hung-Fan Chang & Chi-Hung Su, 2011. "‘Balanced Scorecard’ as an operation-level strategic planning tool for service innovation," The Service Industries Journal, Taylor & Francis Journals, vol. 32(12), pages 1937-1956, February.
    • Handle: RePEc:taf:servic:v:32:y:2011:i:12:p:1937-1956
    DOI: 10.1080/02642069.2011.574273
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