Use Of Key Performance Indicators Research Articles

Using Key Performance Indicators as Knowledge-Management Tools at a Regional Health-Care Authority Level

The advantages of the introduction of information and communication technologies in the complex health-care sector are already well-known and well-stated in the past. It is, nevertheless, paradoxical that although the medical community has embraced with satisfaction most of the technological discoveries allowing the improvement in patient care, this has not happened when talking about health-care informatics. Taking the above issue of concern, our work proposes an information model for knowledge management (KM) based upon the use of key performance indicators (KPIs) in health-care systems. Based upon the use of the balanced scorecard (BSC) framework (Kaplan/Norton) and quality assurance techniques in health care (Donabedian), this paper is proposing a patient journey centered approach that drives information flow at all levels of the day-to-day process of delivering effective and managed care, toward information assessment and knowledge discovery. In order to persuade health-care decision-makers to assess the added value of KM tools, those should be used to propose new performance measurement and performance management techniques at all levels of a health-care system. The proposed KPIs are forming a complete set of metrics that enable the performance management of a regional health-care system. In addition, the performance framework established is technically applied by the use of state-of-the-art KM tools such as data warehouses and business intelligence information systems. In that sense, the proposed infrastructure is, technologically speaking, an important KM tool that enables knowledge sharing amongst various health-care stakeholders and between different health-care groups. The use of BSC is an enabling framework toward a KM strategy in health care.

Exploring the potential for environmental performance benchmarking in the airline sector

– This paper aims to present the findings of an investigation into environmental reporting practice in the airline sector., – Evidence was gathered from an international survey of 272 IATA Airlines. Responses accounted 65 per cent of the world's scheduled passenger traffic. Reports were assessed against a framework developed by UK's Association of Chartered and Certified Accountants., – The paper demonstrates that, despite an increase in the availability of quantitative data and some consistency in the use of key performance indicators, comparing social and environmental performance across the airline sector is fraught with difficulties. Variations in the exact definitions of the indicators used and the suite of functions embraced by the term “airline” are identified as fundamental obstacles to effective sector benchmarking., – Insight into an understanding of some of the pros and cons of comparisons between airline environmental performance data., – The research highlights the limitations of inter airline comparisons regarding environmental data and confirms the need for environmental and social impacts to be reported in a more standardised manner in order to facilitate meaningful dialogue with stakeholders in communities adjacent to airports.

Town centre management schemes in the UK: marketing and performance indicators

AbstractWhile town centre management (TCM) has proved to be a successful strategy to maintain, improve and regenerate town centres through local partnership, there has been relatively little attention drawn to the marketing of TCM schemes. This paper explores the issues surrounding the use of key performance indicators (KPIs) for the marketing of TCM schemes in the context of wider place marketing activities undertaken by towns and cities. Drawing on evidence from a questionnaire survey of town centre managers, it is posited that they might usefully employ carefully selected KPI data to maintain and attract private investment to TCM schemes from internal and external town centre stakeholders. The paper then introduces a typology for the use of KPI marketing in town centre management. Copyright © 2004 Henry Stewart Publications

A strategy for sustainability

This paper describes how an awareness of environmental issues, followed by a broader understanding of sustainability, has led to benefits for business, shareholders and society. It describes how the journey towards sustainability has facilitated greater innovation, enhanced individual and corporate responsibility and improved product delivery, in both construction and maintenance activities, for a large ‘construction-to-services’ company. The paper also identifies some of the business drivers for sustainability, together with the challenges and opportunities experienced in the implementation of a sustainability strategy. In addition, a strategy model is presented that shows how, by integrating sustainability with business strategy through the use of key performance indicators, benefits can be gained by businesses and communities. Examples are used to illustrate benefits gained by business, communities and clients, and advice is given on how to embed the principles of sustainable development in business strategy to the benefits of all stakeholders.