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Le cas d'un balanced scorecard en contexte hospitalier. Éluder la carte stratégique pour privilégier la performance organisationnelle

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  • Thierry Nobre
  • Imène Haouet

Abstract

This article analyses the introduction of a BSC in the context of a french-speaking hospital and emphasises the methodological and strategic aspects of implementing this tool. The empirical study is based on action research undertaken in a university hospital during a three-year period. The results of this research focus on the process of the construction of the tool and identify the key factors of success based on a strategic approach combining a participative and project management approach, which lead to the questioning of the role of the strategy map.

Suggested Citation

  • Thierry Nobre & Imène Haouet, 2011. "Le cas d'un balanced scorecard en contexte hospitalier. Éluder la carte stratégique pour privilégier la performance organisationnelle," Revue française de gestion, Lavoisier, vol. 0(2), pages 103-118.
    • Handle: RePEc:cai:rfglav:rfg_211_0103
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    Cited by:

    1. Alain George & Michel Mannarini, 2013. "L'Hopital, Un Systeme Organise De Territoires Et De Processus Oriente Performance Et Controle," Post-Print hal-00996789, HAL.

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