Extended Performance Evaluation Based on DEA

Table Of Contents

• Cover
• Title
• Copyright
• About the author
• About the book
• This eBook can be cited
• Acknowledgments
• Table of contents
• List of figures
• List of tables
• List of abbreviations
• List of symbols
• 1 Introduction
• 1.1 Motivation and contribution of the dissertation
• 1.2 Structure of the dissertation
• 2 Conceptual framework for performance evaluation based on DEA
• 2.1 Introduction of key concepts and terms
• 2.1.1 Performance: an ambiguous term
• 2.1.2 From performance measurement to performance evaluation
• 2.1.3 Performance management: an umbrella concept
• 2.2 Data envelopment analysis (DEA)
• 2.2.1 Introduction of DEA
• 2.2.2 DEA models
• 2.2.3 Strengths and limitations of DEA
• 2.2.4 Procedure for a DEA application
• 2.3 Performance evaluation based on DEA
• 2.3.1 Performance evaluation process (PEP)
• 2.3.2 Integration of DEA application procedure into PEP
• 2.3.3 Potential for methodological developments of performance evaluation based on DEA
• 2.4 Conclusion and discussion
• 3 Evaluation of relative effectiveness
• 3.1 Effectiveness of organizations: putting the conceptual disarray in order
• 3.1.1 Evolution of organizational effectiveness
• 3.1.2 Major theoretical approaches to organizational effectiveness
• 3.1.3 Effectiveness vs. efficiency
• 3.2 Evaluation of effectiveness
• 3.2.1 Problems in evaluating effectiveness
• 3.2.2 Recommendations for evaluating effectiveness
• 3.2.3 Evaluating relative effectiveness by means of DEA: a brief review
• 3.2.4 Requirements of business practice
• 3.2.5 Critical discussion of reviewed DEA-literature concerning the requirements of business practice
• 3.3 A DEA approach for evaluating relative effectiveness under predetermined targets
• 3.3.1 Framework
• 3.3.2 Two-step procedure
• 3.3.2.1 Step 1: Classification as green, yellow, and red DMUs
• 3.3.2.2 Step 2: Determination of relative effectiveness scores
• 3.3.3 Illustrative example
• 3.4 Managerial implications
• 3.5 Conclusion and discussion
• 4 Evaluation of relative balance
• 4.1 Flexible weights in DEA models
• 4.1.1 Managerial problems resulting from flexible weights
• 4.1.2 Value judgment in DEA: a brief review
• 4.1.3 Relative balance as an additional dimension of performance
• 4.2 Innovative DEA approach for evaluating the relative balance of DMUs
• 4.2.1 Framework
• 4.2.2 Two-step procedure
• 4.2.2.1 Step 1: Determination of the acceptable output mix region
• 4.2.2.2 Step 2: Calculation of the balance score
• 4.2.3 Illustrative example
• 4.3 Managerial implications
• 4.4 Brief review of recent model developments
• 4.5 Conclusion and discussion
• 5 Evaluation of relative efficiency
• 5.1 Rethinking DEA efficiency evaluation
• 5.1.1 Problems in determining performance criteria
• 5.1.2 Broadening the methodology of DEA by generalized DEA (GDEA)
• 5.1.3 Introduction of GDEA
• 5.2 Goal-oriented approach to determine performance criteria for evaluating relative efficiency
• 5.2.1 Framework
• 5.2.2 Three-step procedure
• 5.2.2.1 Step 1: Development of a system of objectives
• 5.2.2.2 Step 2: Derivation of suitable performance criteria
• 5.2.2.3 Step 3: Construction of cost and benefit functions
• 5.2.3 Illustrative example
• 5.3 Managerial implications
• 5.4 Conclusion and discussion
• 6 Conclusions
• 6.1 Summary and conclusions
• 6.2 Suggestions for further research
• References
• List of publications