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Fuzzy Modeling of Customized Solutions for Corporate Performance Assessment

In: Eurasian Business Perspectives

Author

Listed:
  • Marius Pîslaru

    (“Gheorghe Asachi” Technical University of Iasi)

  • Silvia Avasilcăi

    (“Gheorghe Asachi” Technical University of Iasi)

  • Lidia Elena Alexa

    (“Gheorghe Asachi” Technical University of Iasi)

Abstract

The social environment in which corporations operate is affected by their actions but equally corporations experience the pressures of society. The idea that the economic environment is currently in a transition phase from the knowledge-based economy and society to the innovation economy and society is strongly emphasized by the policy makers and experts’ publications and reports underlining the pressure the companies are under in order to adjust to the environmental and economic changes and to become more competitive. The paper aims to develop and test, in a textile company from Iasi, a performance assessment model based on fuzzy modelling techniques. In order to assess corporate performance Balanced Scorecard approach was considered based on fuzzy technique. The corporate performance using lagging and leading indicators suggests that business performance should be evaluated not only by using financial indicators but also by simultaneously considering non-financial indicators. This way, it is possible to evaluate the business performance from a strategic perspective, taking into account not only past results but also leading indicators. The fuzzy it is suitable for industrial firms to monitor the performance indicators that can contribute to a sustainable competitive position.

Suggested Citation

  • Marius Pîslaru & Silvia Avasilcăi & Lidia Elena Alexa, 2019. "Fuzzy Modeling of Customized Solutions for Corporate Performance Assessment," Eurasian Studies in Business and Economics, in: Mehmet Huseyin Bilgin & Hakan Danis & Ender Demir & Ugur Can (ed.), Eurasian Business Perspectives, pages 255-266, Springer.
    • Handle: RePEc:spr:eurchp:978-3-030-11872-3_17
    DOI: 10.1007/978-3-030-11872-3_17
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