An ANP-Balanced Scorecard Methodology to Quantify the Impact of TQM Elements on Organisational Strategic Sustainable Development: Application to an Oil Firm

Carla Andrade Arteaga, Raúl Rodríguez-Rodríguez, Juan-José Alfaro-Saiz and María-José Verdecho
Additional contact information
Carla Andrade Arteaga: Doctorate School, Universidad de Guayaquil, Guayaquil 090613, Ecuador
Raúl Rodríguez-Rodríguez: Research Centre on Production Management and Engineering (CIGIP), Universitat Politècnica de València, Camino de Vera s/n, 46022 Valencia, Spain
Juan-José Alfaro-Saiz: Research Centre on Production Management and Engineering (CIGIP), Universitat Politècnica de València, Camino de Vera s/n, 46022 Valencia, Spain
María-José Verdecho: Research Centre on Production Management and Engineering (CIGIP), Universitat Politècnica de València, Camino de Vera s/n, 46022 Valencia, Spain

Sustainability, 2020, vol. 12, issue 15, 1-19

Abstract: This paper presents a methodology for quantifying the impact of Total Quality Management TQM elements on organisational strategic sustainable development, integrating within it the well-known strategic management tool of Balanced Scorecard to represent the strategic part of the organisations, and the multi-criteria technique Analytic Network Process (ANP) to identify and quantify the mentioned impact. Additionally, the application of TQM generates directly some organisational improvements—or outputs—which help model a decisional ANP network constituted by all three building blocks—TQM elements, strategic objectives and outputs—and their interrelationships. The application of the methodology to an oil firm carried out by an expert group offered, from a decision-making point of view, meaningful results that were developed following three different analyses: Global analysis, which identified the global weight of each variable; Analysis of Influences, which established sound cause–effect relationships between the variables to identify the elements—TQM and outputs—that are more important to achieve the strategic objectives; and the Integrated analysis, which pointed out which TQM elements should be fostered in order to achieve the most important sustainable strategic objectives. Finally, it is suggested to apply the methodology to other types of size and sector activity organisations, as well as to use other techniques that introduce fuzzy elements.

Keywords: Sustainability; TQM; Analytic Network Process; Balanced Scorecard (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
https://www.mdpi.com/2071-1050/12/15/6207/pdf (application/pdf)
https://www.mdpi.com/2071-1050/12/15/6207/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:12:y:2020:i:15:p:6207-:d:393230

Access Statistics for this article

Sustainability is currently edited by Ms. Alexandra Wu

More articles in Sustainability from MDPI
Bibliographic data for series maintained by MDPI Indexing Manager ().