The effect of a sustainable balanced scorecard for strategic decision-making under uncertain competitive and climate conditions evidence from Iraq
DOI:
https://doi.org/10.31272/jae.i128.83Keywords:
making decision, peripheral policy, assessment, sustainability system dynamicsAbstract
The present study attempts to use a complex sustainability balanced scorecard to provide a new paradigm in order to make strategic decisions in a tumultuous world (BSC). The fuzzy TOPSIS approach is used to pick environmental variables, which are then applied to a complex BSC model for an organization. The model of making decision is divided into three major scripts: "optimistic" (economical development script), "realistic" (normal long-term economic condition), and "pessimistic" (maintenance of existing penalty situation script), as well as two nterior politics: generation increase and productivity maximization. For the hierarchical BSC model, the model is independently simulated in each situation and strategy, and every significant feature of the organization is studied, for the bulk of income and long-term viability. The findings suggest that in each case, a particular strategy is favored, which may aid strategic managers in making decisions in volatile and chaotic situations. Due to the growing sophistication of companies in today's competitive world, performance assessment frameworks must be proposed. One of the most commonly used approaches for measuring project efficiency that can be adapted to particular situations is the "Balanced Scorecard (BSC)" approach.
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