A three-system approach that integrates DEA, BSC, and AHP for museum evaluation
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A three-system approach that integrates DEA, BSC, and AHP for museum evaluation Antonella Basso1
· Stefania Funari2
Received: 7 January 2020 / Accepted: 20 July 2020 © The Author(s) 2020
Abstract This paper proposes to measure the museums performance with a model that combines the Data Envelopment Analysis (DEA) and Balanced Scorecard (BSC) methodologies with a third method, the analytic hierarchy process (AHP), which is often used to support decision making. Starting from the two-stage DEA–BSC model of Basso et al. (Omega Int J Manag Sci 81:67–84, 2018), which integrates DEA and BSC, we explore the advantages to consider also the AHP methodology, with the aim to include the judgement of some museums’ experts on the relative importance of the BSC perspectives in the performance evaluation model. A first approach uses directly the AHP priorities derived from the judgements expressed by the museums’ experts interviewed to determine the weights to aggregate the four BSC performance scores into an overall performance indicator. A second approach uses the judgments of the museums’ experts indirectly to introduce proper restrictions on the output weights of the second-stage DEA model. With this approach, we overcome the problem arising from the dispersion of the preferences within the group of experts, that may heavily affects the first approach. Both approaches proposed in this contribution are applied to the case study of the municipal museums of Venice. Keywords Performance evaluation · Data Envelopment Analysis (DEA) · Balanced Scorecard (BSC) · Analytic hierarchy process (AHP) · Group decision making · Museums JEL Classification C61 · Z11 · C44
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Antonella Basso [email protected] Stefania Funari [email protected]
1
Department of Economics, Ca’ Foscari University of Venice, Cannaregio 873, 30121 Venice, Italy
2
Department of Management, Ca’ Foscari University of Venice, Cannaregio 873, 30121 Venice, Italy
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A. Basso, S. Funari
1 Introduction The importance of measuring the performance of museums is widely highlighted in the literature and may have different motivations (see for example Basso and Funari 2004). One reason is related to the management of museums resources, generally scarse, which have to be optimized by taking into account the cultural objectives to be pursued. Another reason is related to fundraising; the survival of a cultural organization is often guaranteed by the presence of both private and public funding and this calls for transparency and evidence of an efficient use of the resources. The present contribution aims at measuring the museum performance by proposing a model that combines the Data Envelopment Analysis (DEA) and Balanced Scorecard (BSC) methodologies with a third methodological tool which is often used to support the decision-making process, namely the analytic hierarchy process (AHP). Recently, the advantages of integrating DEA with BSC for the evaluation of museum performance have been explored by Basso et al. (2018) with the proposal of a DEA– BSC model which employs a tw
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