Sustainability Balanced Scorecard Research Articles

Sustainability performance measurement – a framework for context-specific applications

Purpose Researchers and practitioners have recently been interested in corporate sustainability performance (CSP). However, knowledge on measuring CSP is limited. Many CSP-measurements are eclectic, without guidance for contextual applications. This paper aims to develop a conceptual framework that categorizes, explains and evaluates measurements based on their accuracy and precision and provides a guideline for their context-specific application. Design/methodology/approach The authors conducted a systematic literature review of an initial sample of 1,415 papers. Findings The final sample of 74 papers suggested four measurement categories: isolated indicators, indicator frameworks, Sustainability Balanced Scorecards (SBSC) and Sustainability Performance Measurement Systems (SPMS). The analysis reveals that isolated indicators are inaccurate and imprecise, limiting their application to organizations with delimited, specific measurements of parts of CSP due to the risk of a GIGO-effect (i.e. low-quality input will always produce low-quality output). CSP-indicator frameworks are imprecise but accurate, making them applicable to organizations that handle a more significant amount of CSP data. They have a risk of greensplashing, i.e. many indicators not connected to the industry, organization or strategy. In contrast, SBSCs are precise but inaccurate and valuable for organizations desiring a comprehensive strategic management tool with limited capacity to handle sustainability issues. They pose a risk of the streetlight effect, where organisations do not measure relevant indicators but what is easy to measure. Originality/value The ideal CSP-measurement was identified as SPMSs, which are both precise and accurate. SPMSs are useful for organizations with complex, comprehensive, connected and tailored indicators but are methodologically challenging.

The Model of Sustainability Balanced Scorecard and Supply Chain in Port Management for Tourism

The development of ports for the sake of tourism is one of the key strategies in developing and strengthening a solid foundation in the tourism industry. The integration of a supply chain into port management for the purposes of tourism that is sustainable balanced can be used as a model for planning sustainable port development for tourism purposes. However, there are scarcely any studies on this topic, while plenty focus on the general concepts involved. To fill this gap, this article presents a model of a Sustainability Balanced Scorecard for ports. The author proposes a new approach to planning port development and supply chain management for tourism, particularity to provide recommendations and further our understandings of the relationships involved in the Sustainable Balanced Scorecard from the stakeholder perspective, the learning and growth perspective, the internal process perspective, the financial perspective and the environmental perspective. Using these five perspectives, the literature review identifies 56 indicators of 15 factors that can be used in the model. Therefore, this research helps to enhance and develop sustainable and efficient conditions in tourism while reducing future risks. Moreover, the research enables stakeholders to gain an understanding of and knowledge about the sustainable development and management of ports and for tourism. The insights can be applied in policy and strategy development according to the sustainable development goals (SDGs) to accommodate social movement, environmental risk and economic inequality.

Exploring the performance effects of digitalisation: a measurement tool based on the sustainability balanced scorecard framework

ABSTRACT Although recent research has confirmed the positive economic effects of digitalisation on firm performance, fewer investigations have addressed the potential non-economic effects of digitalisation on organisational performance, including sustainability performance. To address the inconclusive relationship between digitalisation and organisational sustainable performance the current research considers the mixed effects of digitalisation and proposes a practical tool for assessing those effects. An exploratory, qualitative study reveals several mixed effects of digitalisation across six performance perspectives: financial, customer, internal business processes, learning and growth, social, and environmental. The practical proposed ‘digimpact’ tool can evaluate these various impacts of digitalisation on sustainable organisational performance and thereby help managers design effective digital transformation strategies. The digimpact measurement tool also can be tested, confirmed, and revised in ongoing research to expand and improve its effectiveness.

Management of relationships with stakeholders in healthcare companies using a sustainability balanced scorecard

In managing relationships with stakeholders within the medical services sector, it is imperative to strike a strategic balance between addressing socio-economic challenges and safeguarding the country's environment and natural resources, all while considering stakeholder needs. Consequently, it is necessary to establish a set of indicators for analyzing and managing stakeholder relationships in alignment with sustainable development objectives. The proposal entails creating a list of key indicators for each subsystem of the Sustainability Balanced Scorecard (SBCS). These indicators will serve as our compass, guiding us in assessing the degree to which strategic objectives in managing stakeholder relationships align with healthcare companies' sustainable development goals. This alignment, we believe, holds the key to a more sustainable and prosperous future for all. Causal connections between the indicators of SBCS subsystems – "Activators" – "Processes", "Processes" – "Stakeholders", "Stakeholders" – "Results" – have been established. The results of modeling the interconnections between these subsystems have allowed conclusions to be drawn regarding the existence of statistical relationships among their elements, which are pertinent to consider in developing strategies for healthcare, structuring the goals of their sustainable development, and determining the means of achieving them. Based on the analysis results, the following indicators, exhibiting the most robust mutual relations, have been identified: under the "Results" subsystem – the ratio of expenditures to revenues, cash flow coefficient, utilization level of energy-efficient resources, expenses for outfitting ecological offices and premises; within the "Stakeholders" subsystem – the percentage of satisfied patients within the total, number of executed social projects, utility expenses (electricity, water, heat) in administrative costs; within the "Processes" subsystem – the growth rate of provided medical services volume, funding ratio, proportion of non-recyclable material costs in material expenses; within the "Activators" subsystem – training and development costs per employee, coefficient of innovative growth, dynamics of eco-awareness development measures. These indicators enable the monitoring and controlling of the achievement of economic, social, and environmentally sustainable development objectives. Keywords: management, stakeholders, balanced scorecard, sustainable development, strategic objectives, strategic map.

Integrating sustainability with corporate governance: a framework to implement the corporate sustainability reporting directive through a balanced scorecard

PurposeThe growing importance of environmental, social and governance (ESG) issues, as well as related performance planning, measuring and reporting, has spurred interest in linking corporate sustainability and performance management systems (PMSs). In this context, the aim of this paper is to provide companies with a framework for implementing the requirements of the corporate sustainability reporting directive (CSRD) through a sustainability balanced scorecard (SBSC). The framework will further the integration of sustainability with corporate governance.Design/methodology/approachThe framework was grounded in the relevant literature and the CSRD requirements.FindingsThis paper provides companies with a novel framework for implementing the requirements of the CSRD through a SBSC. The framework specifies four key steps (i.e. identifying material themes, initial assessment, strategic formulation and action, and sustainability reporting) to integrate sustainability with corporate governance.Practical implicationsThe framework supports managers’ decision-making processes in linking sustainability with strategy and providing a basis for integrating sustainability with corporate governance in organizations. The paper provides a way to practically address the CSRD requirements.Originality/valueThis is the first study integrating the emerging CSRD requirements with corporate governance. The paper advances discussion and debate by management scholars on how a SBSC can be practically implemented, providing details on how this may be achieved.

Sustainable development performance in the semiconductor industry: A data-driven practical guide to strategic roadmapping

Sustainable development performance (SDP) in the semiconductor industry, it is necessary to form a data-driven practical guide to strategic roadmapping by using a sustainable balanced scorecard (SBSC) because SDP perspectives have been addressed for several years and need to be further assessed through performance achievement. Additionally, the industry faces challenges in integrating technological innovation and stakeholder collaboration into the sustainable development (SD) perspectives. In light of these challenges, this study strives to develop an SBSC-based practical guide to strategic roadmapping utilizing the SD causal model under uncertainty. To attain this objective, this study employed a hybrid approach comprising content, bibliographic and cluster analyses, the entropy weight method (EWM), and the fuzzy Delphi method (FDM) are used to validate the data-driven SBSC measures. The fuzzy synthetic evaluation–decision-making trial and evaluation laboratory (FSE-DEMATEL) is used to develop the strategic roadmapping with interrelationships. The findings reveal that scientific and technological development, enhanced device performance, artificial intelligence, performance assessment and the Internet of Things are the main criteria that must be prioritized by decision makers for semiconductor SDP improvement. This study contributes to understanding the data-driven practical guide to strategic roadmapping for the semiconductor industry by using SDP data. Furthermore, by constructing a hierarchical framework and identifying prioritized key attributes that enhance SDP, this study makes a valuable contribution to the SD literature.

Sustainability in project management: A comprehensive review

This comprehensive review paper delves into the integration of sustainability principles within the realm of project management. The primary objective is to analyze how sustainability is being incorporated into project management practices and to identify the emerging trends and challenges in this integration. The methodology involves a systematic review of existing literature, encompassing academic journals, industry reports, and case studies, to provide a holistic view of the current state of sustainability in project management. Key findings reveal that sustainability in project management is increasingly gaining attention, driven by the growing recognition of environmental, social, and economic impacts. The study identifies three core dimensions of sustainability in project management: environmental responsibility, social equity, and economic viability. It highlights the evolving role of project managers in embedding these dimensions into project life cycles, from initiation to closure. The review also uncovers a range of tools and frameworks being employed to facilitate sustainable project management, such as life cycle assessment, stakeholder engagement strategies, and sustainability balanced scorecards. However, challenges persist, including a lack of standardized guidelines, difficulties in measuring sustainability outcomes, and resistance to change in traditional project management practices. The paper concludes that while strides have been made in integrating sustainability into project management, there is a need for more robust frameworks and educational efforts to enhance the adoption and effectiveness of sustainable practices. Future research directions are suggested, focusing on the development of standardized sustainability metrics and the exploration of the role of technology in enhancing sustainable project management practices.

A comprehensive evaluation of a company performance using sustainability balanced scorecard based on picture fuzzy AHP

The Balanced Scorecard (BSC) is a performance management tool that analyzes the relationship between tangible and intangible assets. Its ability to render business strategy visible has earned it the distinction of being a strategic management model. Sustainability has become an important part of daily and business life today. With the increasing importance given by stakeholders to environmental and social issues, companies find it necessary to evaluate sustainability activities in their performance evaluations. In order to meet this need, the Sustainability Balanced Scorecard (SBSC) emerged with the addition of a sustainability perspective or parameters to BSC. The number of academic studies pertaining to the application of BSC, which numerous companies and subjects to research have utilized, is inadequate. Due to its hierarchical structure and the necessity to evaluate numerous criteria, BSC is suitable for using multi-criteria decision-making (MCDM) methods. In this paper, an integrated approach consisting of SBSC, the Picture Fuzzy Analytic Hierarchy Process (PF-AHP), and the Objective Matrix (OMAX) method is proposed for the performance measurement of companies. The PF-AHP method has been reorganized for ease of application in determining the perspectives, strategic objectives, and Key Performance Indicators (KPIs) weights within SBSC. Additionally, the OMAX method has been employed for calculating the performance scores. This proposed approach was implemented in a factory operating in the glass industry. The SBSC created for the company includes five perspectives, 16 strategic objectives, and 34 KPIs. PF-AHP method was used to determine the weights of perspectives, strategic objectives, and KPIs to be used in the performance score calculation with OMAX. The weight of financial perspective is 0.267, the weight of the customer perspective is 0.247, the weight of the internal process perspective is 0.191, the weight of the learning and development perspective is 0.161, and the weight of the sustainability perspective is 0.134. The evaluations made by the decision-makers indicate that the company's performance measurement still adheres to the traditional framework. The performance score of the company is 6.14 out of 10.

A Business Intelligence Tool Designed for Governing Sustainability

Computer technology and administrative procedures are used to provide business intelligence (BI), which aids in decision-making. In order to balance financial and non-financial factors as well as short- and long-term measurements, the balanced scorecard is a type of business intelligence tool for performance measurement and management control. The original balanced scorecard was modified to specifically take governance, social, environmental, and ethical issues into account. As a result, sustainability concepts may be incorporated into the organization's strategy and management. This is known as the sustainable balanced scorecard. Despite being one of the best instruments for incorporating sustainability into management, the sustainable balanced scorecard has few developed and implemented instances that can serve as reference models. In order to address this issue, this paper discusses the case study's findings and suggests a technique for creating a sustainable balanced scorecard that takes into account several stages including planification, analysis, design, or the use of computer tools. As a result, the research methodology used to conceptualize and carry out the case study was split into seven stages: defining the objectives and questions of the study; formulating a theoretical model; identifying units of analysis; choosing a case; defining research methods and resources; conducting fieldwork; gathering data; classifying and triangulating information; developing an improved theory, model, or methodology; and confirming the thoroughness and caliber of the investigation. The paper shows a methodology organized in phases and activities that allow a sustainable balanced scorecard to be planned, designed, built, computerized, and controlled to integrate sustainability within the management systems of organizations.

Strategic sustainability in Indian banking industry: a performance analysis

PurposeSustainable strategic management (SSM) is an integrated concept that entails sustainability in the approaches and processes of strategic management. Banking being a rapidly growing industry in service sector, it is reasonably important to study the SSM and its integrated performance. This paper aims to study the sustainable-strategic (SS) factors of Indian banks that affects their endurance and prioritizes the banks based on their sustainable and strategic performance.Design/methodology/approachThis study appertains a sustainable balanced scorecard (SBSC) framework to determine the SS factors and an integrated multicriteria decision making (MCDM) method to weigh the criteria and prioritize the banks' performance.FindingsThe criterion weightage signifies sustainability, followed by financial and internal business perspective to be a crucial dimension for the performance of banks. The banks, State Bank of India, HDFC Bank Ltd and Canara Bank are ranked top-most on the SS performance.Research limitations/implicationsThe insights from the study on SS factors and banks' performance can be further used by policy-makers and researchers to understand the sustainability assessing factors and focus on making policies and further studies to enhance the performance in this regard.Originality/valueBanking is one of the potentially growing industry in service sector. It being a major part of economy's sustainable growth, it is essential to assess the SS factors that enhance their sustainable performance. There is dearth of study in this purview, for developing countries like India. Thus, this study critically analyses the strategic sustainability of Indian banking industry to ascertain the SS factors and prioritize the performance of banks based on criterion weightage and bank's SS operations.

Developing a business intelligence tool for sustainability management

PurposeBusiness intelligence (BI) is a combination of computer systems and managerial processes to support decision-making. The balanced scorecard is a kind of business intelligence tool for performance measurement and management control aimed at balancing financial and non-financial as well as short- and long-term measures. The sustainable balanced scorecard is a modification of the original balanced scorecard developed to expressly consider governance, social, environmental and ethical issues, and therefore to allow sustainability concepts to be included within the strategy and the management of the organization. However, although the sustainable balanced scorecard is one of the most suitable tools for integrating sustainability within management, there are few examples of how to develop and implement it which can be used as reference models. To help solve this problem, this paper proposes a methodology for the development of a sustainable balanced scorecard, considering different phases such as planification, analysis, design or computer tool implementation, and describes the findings of three case studies.Design/methodology/approachThe research was conducted using the qualitative multiple-case study method. This made it possible to establish the methodological issues regarding the performance and reporting of this study. Therefore, the research method for the conceptualization and execution of the case studies was divided into seven phases: definition of research goals and questions; proposed theoretical model; identification of units of analysis; case selection; definition of research methods and resources; fieldwork; data collection, classification of information and triangulation; formulation of the enhanced theory, model or methodology; and verification of the rigour and quality of the study.FindingsPaper shows a methodology organized in phases, activities and tasks that allow a sustainable balanced scorecard to be planned, designed, built, computerized and controlled in order to integrate sustainability within the management systems of organizations.Originality/valueThis study contributes to the currently emerging sustainable balanced scorecard literature and practice and, more generally, to research on sustainability measurement and management. The methodology for sustainable balanced scorecard development and implementation showed in this paper contributes to the management and information systems theory because it makes it possible to overcome the shortcomings identified to date: it considers all the sustainability dimensions; it describes all the project life-cycle activities; it encourages stakeholders' participation; and it has been proved to work in real situations.

Integrating BMC and SBSC Approaches for Tangkahan Ecotourism Management Strategies in Gunung Leuser National Park, North Sumatra, Indonesia

Indonesia as mega-biodiversity country and various unique local wisdom activities are main attractions that can be enjoyed by world tourists. Global tourism trends to go back to nature drive development of ecotourism. Tangkahan is ecotourism area that offers variety of tourist attractions. However, as time goes by, Tangkahan ecotourism also faced some challenges that effect efficiency and effectiveness of organization. Therefore, it is necessary to design ecotourism performance strategy, that can be used to integrate business model canvas (BMC) into sustainable balanced scorecard (SBSC). This study aims to describe performance of business model using BMC, analyze performance business model using SWOT, and design performance management strategy by integrating BMC into SBSC. Field data in the form of primary and secondary data. Data analysis used to describe business model is BSC and SWOT, and strategy design used SBSC and PLS-SEM. Results of this study have confirmed that Tangkahan Ecotourism can be described by BMC with value proposition, key resources, key activities, key partnerships, customer segment, channels, customer relationship, revenue streams and cost structures. Evaluation results, suggest new BMC description, that needs to enhance and increase existing aspects of elements BMC owned. There are 16 strategies obtained from SBSC management strategy design.

Green Balanced Scorecard: A Tool of Sustainable Information Systems for an Energy Efficient Business

A green balanced scorecard allows businesses to monitor their environmental progress and energy use, as well as quantify their achievements toward decreasing their ecological footprint. The scope of the current research is twofold: (i) to highlight the new sustainable profile of the Balanced Scorecard; and (ii) to investigate the contribution of the Sustainable Balanced Scorecard to the achievement of the energy efficiency and environmental goals of businesses. The present research study applies the rigorous bibliometric analysis technique and the PRISMA method for the years 2011–2023 to investigate the most popular research sources and documents, where the most frequently used keywords and research trends are utilized to answer the research question. In addition, findings from the network, content, and cluster analyses were visualized with the use of the bibliometric tools of Biblioshiny and VOSviewer. The results of the study indicate that businesses have made it a priority to build an energy-efficient management system based on the Sustainable Balanced Scorecard, which will help them achieve their organization’s environmental strategic goals. Moreover, a new era in the Sustainable Balanced Scorecard, that of the Contact Balanced Scorecard, has started emerging in the field. This article explains how the Sustainable Balanced Scorecard benefits organizations by enabling them to enhance their performance on both the economic and social fronts as well as the environmental front. Finally, by employing strategic evaluation methods like the Sustainable Balanced Scorecard to analyze organizations’ sustainability performance, the present study effort supports the sustainable growth of enterprises.

A port performance measurement approach using a sustainability balanced scorecard based on stakeholders’ expectations

ABSTRACT This study aimed to integrate stakeholder theory into developing port performance management systems through the sustainable balanced scorecard (SBSC), which represents and reflects different stakeholders’ expectations in hybrid organizations, such as port communities. The study developed an integrated stakeholder-based framework for global performance measurement, ensuring a balance between the SBSC performance indicators and stakeholders’ consensus. Fifty-seven port performance indicators (PPIs) selected from the literature were categorized into six SBSC dimensions and assessed by 41 stakeholders in the Port of Radès using the failure mode and effects analysis (FMEA) technique. The framework fully considered the stakeholders’ perceptions, expectations, and satisfaction levels. Prioritizing the PPIs using an indicator priority number, inspired by the risk priority number approach of FMEA, fostered an effective balance between the performance dimensions in the SBSC. The developed framework can help port authorities reach a consensus on the most important strategic priorities, align port stakeholders’ expectations, prioritize their improvement actions, and gain a significant competitive advantage. The participative approach enabled by the integration of stakeholder theory promotes the effective use of global performance measurement systems. Emphasizing the governance and environmental dimensions of the SBSC contributes to enhancing port competitiveness.

The Effect of Applying the Bank Evaluation Model (CAMELS) in Improving Financial Performance Based On The Sustainable Balanced Scorecard

The Effect of Applying the Bank Evaluation Model (CAMELS) in Improving Financial Performance Based On The Sustainable Balanced Scorecard

A New Paradigm of a Sustainability-Balanced Scorecard Model for Sport Tourism

An integration between the principles of supply chain management in sport tourism and a sustainability-balanced scorecard leads to the development of guidance and assessment criteria for a city to be a sustainable sport tourism destination. This paper aims to present a sport tourism sustainability management model (STSM) for the development of assessment indices when selecting a city to be developed as a sport tourism city. The model consists of five perspectives, namely the financial perspective, customer perspective, internal process perspective, learning and growth perspective, and sustainability perspective. By using the Delphi technique to obtain a consensus from experts, university lecturers, independent organizations/associations, and business entities in relation to sport tourism management, the researchers define elements to assess complex perspectives for the sustainable development of sport tourism. The results show that there are five perspectives and eighteen elements in relation to the sustainable development of sport tourism. All perspectives and elements have a high consensus, as measured by Kendall’s Coefficient of Concordance (W), of 0.488. To validate the model, the researchers examined the correlation among the five perspectives using a structural equation model and found that both the absolute fit and the incremental fit are satisfactory. As the model aligns and explains empirical data, it can support decision making for management teams, be used to effectively and efficiently draft a strategy for sustainable development in sport tourism, and improve the livelihoods of residents.

SUSTAINABILITY PERFORMANCE INDICATORS

Sustainable Balanced Scorecard (SBSC), Organizational Sustainability Performance Index (OSPI), and Corporate Sustainability Index (ISE) are all tools that help organizations measure and manage their sustainability performance. SBSC integrates sustainability considerations into traditional performance management systems, while OSPI and ISE provide sustainability performance benchmarks for organizations to assess their sustainability performance and identify areas for improvement. These indicators reflect a growing emphasis on measuring and managing sustainability performance in organizations and are likely to become increasingly important as stakeholders demand more transparency and accountability in sustainability reporting. Sustainable Management System (SMS), Environmental Management Accounting (EMA), Sustainability Management Accounting (SMA), and the Composite Index of Sustainable Development (ICSD) are all indicators that reflect the growing emphasis on sustainable practices and accounting frameworks in today’s business and economic. SMS helps organizations integrate sustainability considerations into their operations, while EMA and SMA provide tools for identifying and measuring the environmental and social costs and benefits of business activities. ICSD measures a country’s progress towards sustainable development based on various economic, social, and environmental indicators. These indicators suggest a growing recognition of the importance of sustainability in economic development and decision-making processes, and are likely to become increasingly important as organizations and governments continue to prioritize sustainability.

Port Authority of Cartagena: Evidence of a Sustainability Balanced Scorecard

AbstractThis paper provides a deeper understanding to the development and implementation of a Sustainability Balanced Scorecard in the Port Authority of Cartagena, under exploratory research. Open‐access documents available on different websites were used as data sources combined with semi‐structured personal interviews, which took place at the highest level of the organisation from September 2021 to December 2022. The strategy developed by this government unit has changed over the years, until 2018 when a new review, led by the Planning and Management manager, established a turning point in its sustainable strategy with the introduction of the Balanced Scorecard, resulting in a major internal change for the organisation. The creation of the Strategy Planning Office, external advice from strategy‐expertise consultants, IT solutions acquisition adapted to the new scenario, and several internal organisational changes, have been vital in this successful process. The Balanced Scorecard has been shown to be helpful in disseminating the sustainable strategy at all levels of the company: environmental and social actions were confined for years to the Sustainability Department, functioning as isolated actions, but now, they have reached the strategic level involving the whole organisation as part of the company's strategy. This successful process has put this organisation at the forefront of other Spanish ports, providing other port authority managers with a useful framework that can help them in their attempt to implement sustainable strategies by using the Balanced Scorecard—a framework not only valid for ports but which can also be extended to other government units.

Development of Sustainability Balanced Scorecard: A Case Study from Apparel Industry Sri Lanka

Abstract This study aims to determine the obstacles the Sri Lankan apparel manufacturing industry faces when implementing sustainable practices and develop a Sustainability Balanced Scorecard to address those obstacles. The apparel export industry is one of Sri Lanka’s most significant contributors to the country’s overall economy. The multiple case study method was employed in conjunction with a qualitative approach in this study. This study also used data triangulation, which comprised both primary and secondary data from interviews and observations. Secondary information was gathered from annual reports and other documents. The population of this study is the apparel export industry and selected three apparel companies as the sample and interviewed nine managers from these companies. The interviewed data were transcribed into the transcript and analyzed through narrative analysis. By considering all the practices in three companies, this research constructed a sustainability balanced scorecard which can be used for other companies to build up their sustainability practices. The main issues identified in this research can be summarized as follows, Manual system of data entering and performance evaluation, there is no sufficient Hazardous Waste Management and disposal facilities in the country, Financial constraints prevent best-in-class equipment and procedures from being implemented. Sri Lanka has no solid waste recycling facilities for its primary waste type, fabric waste. As a final point, this research can be concluded that the regulators and policymakers can use the constructed sustainability balanced scorecard for the policy development on sustainability practices.

Proposing a strategy map based on sustainability balanced scorecard and DEMATEL for manufacturing companies

PurposeThe purpose of this study is to integrate the sustainability balanced scorecard (SBSC) framework with decision-making trial and evaluation laboratory (DEMATEL) for proposing a model and identifying the cause-and-effect relationships between the five perspectives of SBSC and then 23 performance indicators within the SBSC framework in a strategy map.Design/methodology/approachThe DEMATEL approach is used to obtain a matrix including direct and indirect influences between the five perspectives of SBSC and among 23 key performance indicators (KPIs). DEMATEL data are gathered from experts to propose a model and establish reliable relationships between performance metrics. Using DEMATEL and the SBSC framework, a strategy map for the SBSC dimensions and KPIs was built to illustrate strategic cause-and-effect relationships among the various dimensions and performance indicators.FindingsThe outcomes indicated that internal process and financial perspectives play essential outputs. Sustainability is the most critical predictor (causal) in the model, then customer and learning and growth dimensions, indicating that sustainability, learning and growth and customer dimensions all positively affect other dimensions. Additionally, sustainability has bi-directional in its link to the customer and internal processes and bi-directional in its relationship to finance, learning and growth. Numerous additional linkages are observed among the five SBSC perspectives and KPIs.Research limitations/implicationsThe data collected is based on an “average” company in manufacturing sector; thus, companies need to customize this model to ensure that their strategies are clearly translated into KPIs.Practical implicationsThe findings gave valuable information to management about manufacturing companies KPIs. They determined which KPIs are regarded as outcome (effect) variables and which KPIs are considered predictor (casual) variables. Additionally, the findings offer management with SBSC perspectives that should be traded as outcomes and those that should be traded as predictors. Additionally, the findings highlighted the critical KPIs and explained their interrelationships. This enables managers to focus on the significant financial besides non-financial indicators and comprehend the logical connection among them.Social implicationsThe results qualify executives and management to analyze and recognize a strategy map by understanding each objective's impacts, including direct and indirect, on all others. The typical analysis comprises determining the strategic objectives that are “cause” and the objectives considered as “effect”. As this study extends the BSC framework to have sustainability perspectives, the results of DEMATEL provide administrators with exceptional information to blend the conventional BSC perspectives with sustainability as added perspective.Originality/valueThe current study proposed an illustration model for strategy map development and also provide an interrelationship among SBSC perspectives.