چكيده لاتين
Abstract
In the current era, conglomerates and holding companies have increasingly replaced standalone firms. The Mobarakeh Steel Holding, as one of Iranʹs largest industrial holdings, comprises over 140 companies across various tiers. Given the structural complexity, corporate governance requirements, and the need for effective stewardship, accessing accurate and timely performance data of subsidiary companies is essential for sound managerial decision-making. Achieving this necessitates adopting a comprehensive performance evaluation system. This study aimed to identify and prioritize comprehensive performance evaluation criteria in the Mobarakeh Steel Holding using the Balanced Scorecard (BSC) approach. The present research is applied in purpose and utilizes a mixed-methods (qualitative-quantitative) approach for data collection. In the qualitative phase, initial criteria were identified and screened through library studies and the fuzzy Delphi method. In the quantitative phase, researcher-constructed questionnaires were employed. The statistical population consisted of experts from the Mobarakeh Steel Holding, selected via non-probability purposive sampling. Data analysis was performed using statistical methods and multi-criteria decision-making (MCDM) techniques, including a weighted ranking method and the Analytic Hierarchy Process (AHP). As the first part of the findings, a total of 99 final indicators identified in the quantitative phase were prioritized across the four BSC perspectives. The priority of indicators for each perspective was as follows: Financial Perspective: net profit margin, operating profit margin, and total budget variance; Customer Perspective: total sales tonnage, market share, and overall customer satisfaction; Internal Processes Perspective: total productivity, production volume, and production yield; Learning and Growth Perspective: strategic goal achievement rate, accident frequency rate, and accident severity rate. As the second part of the findings, the final priority of the four BSC perspectives was determined, in order, as: the financial perspective (weight: 0.356), learning and growth perspective (weight: 0.278), internal processes perspective (weight: 0.187), and customer perspective (weight: 0.178). The overall conclusion indicated that the relative priority of BSC perspectives and indicators in an industrial holding is influenced by the nature of the business and macro strategy. For the Mobarakeh Steel Holding, achieving financial objectives as the ultimate goal, and developing human capital and safety as the foundation for this success, hold the highest priority. It is suggested that this prioritization be used as a framework for designing performance evaluation systems, resource allocation, and strategy mapping in holdings.
Keywords: Holding Company, Comprehensive Performance evaluation, Balanced Scorecard (BSC), Key Performance Indicators (KPIs).
