During the last few years, the interest in performance measurement increased within the healthcare sector. Due to the COVID-19 pandemic, healthcare systems needed to boost performance measurement systems to become more resilient and improve their capability in monitoring key performance indicators. Since the 1990s, the Balanced Scorecard (BSC) model has been widely used among private and public organizations as it is the most adopted model to measure performance. The current paper aims at understanding the evolution of BSC in healthcare. The systematic literature review has been carried out by searching keywords according to PRISMA guidelines. By analyzing papers through one classification of BSC adoption phases, the results reveal that studies focused mainly on the BSC design process, rather than BSC implementation, use, or review. However, there is no agreement about the perspectives to be adopted in healthcare. Concerning BSC implementation and use, on one side especially leadership, culture and communication enable the BSC implementation. On the other side, monitoring and strategic decision-making are the most widespread objectives for using BSC. Concerning BSC review, however, the paper highlights a need for additional research. Finally, the paper provides further research opportunities concerning the phases suitable for implementing a BSC in healthcare.

In the last few years, the studies on supply chain resilience have increased dramatically also due to the need to face the COVID-19 pandemic. However, although resilience has been studied in many fields, there is still a lack of in-depth understanding of how supply chains can develop resilience in healthcare. To contribute to this research gap, empirical data were gathered from nine fine-grained case studies belonging to the first European country affected by COVID-19, i.e., Italy. Adopting the dynamic capability theory, the research contributes to theory with the conceptualization of the circular pathway and two theoretical propositions that support the understanding of how resilience is developed in healthcare during pandemics. Finally, the paper contributes to practice with the definition of 12 dynamic capabilities and relevant insights about the activities, practices and elements required to develop resilience during disruptive events, like pandemics. These results support practitioners in planning the future development of resilience in healthcare.

In the Industry 4.0 era, the development of digital technologies and the digitalization of firms are rapidly evolving trends. While significant attention has been devoted to technological issues, scholars and practitioners are also emphasizing the essential role of managerial practices and employee engagement in enhancing performance. Under this trend, research on the effectiveness of coaching interventions in improving organizational performance has also increased. Our study reveals that coaching research has undergone a shift in focus from the perspective of the coach to the coachee and from individual performance to organizational effects. Moreover, the findings emphasize that coaching research is increasingly focusing on performance management practices to enhance employee engagement and performance.

In recent years, fostering sustainability within organizational and supply chain processes across all sectors has emerged as a central issue, driven by intensifying global environmental concerns. This paper sheds light on how companies in the steel sector can develop specific capabilities to implement suitable technologies for sustainable development. Adopting the dynamic capability theory, the study investigates three European steel companies that are highly committed to sustainability. Qualitative data from interviews show which types of dynamic capabilities they used for each technology to be adopted. The results reveal, first, that companies rely more on sensing, seizing, or transforming capabilities depending on the maturity level of the technologies, and second, that companies are increasingly involving new business partners outside their traditional supply chain in the implementation of sustainable technologies. This research offers a framework to enable companies to adopt sustainable technologies by leveraging a specific classification of dynamic capabilities.