An investigation of the causality links in the balanced scorecard: The case of the Gulf Cooperation Council hospitality industry

Elbanna, Saïd; Kamel, Hany; Fatima, Tahniyath; Eid, Riyad

doi:10.1016/j.tmp.2021.100934

Cited by 18 publications

(16 citation statements)

References 88 publications

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“…Kaplan et al (2007) found that subordinate managers' performance-related judgments will not be weakened by BSC format or structure and concluded that subordinate affinity has direct and indirect influence on bonus distribution [15]. Said et al (2021) found through path analysis that the traditional causality in BSC method can provide empirical support for hotel performance evaluation [16].…”

Section: Researchmentioning

confidence: 99%

BSC-Based Performance Evaluation Model for Securities Industry and Its Application

Yuan¹,

Sun²,

Cai

2022

Journal of Function Spaces

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In the study on China’s securities industry, the securities industry is divided into four types: investment in securities, securities brokerage, securities consulting, and securities underwriting and asset management. In this paper, a performance evaluation index system for the securities industry is established by using the balanced scorecard method. Based on the analytic hierarchy process, entropy weight method, and improved entropy weight method, we propose the traditional integrated weighting method and improved integrated weighting method, thus arriving at four different index weight systems. Finally, we work out the comprehensive scores of four types of securities companies under the four index weight systems, analyze the actual situation of China’s securities industry by comparing the scores and rankings of securities companies under the four index weight systems, and then put forward specific suggestions.

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Section: Researchmentioning

confidence: 99%

BSC-Based Performance Evaluation Model for Securities Industry and Its Application

Yuan¹,

Sun²,

Cai

2022

Journal of Function Spaces

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“…The BSC, which in its beginnings focused on the performance of certain variables, has evolved into a tool that allows the evaluation and management of a strategy of a company through the interrelation of its four main perspectives (Elbanna et al 2022). Therefore, this methodology presents an analysis approach adaptable to the situation of each company (Mendes et al 2012).…”

Section: Discussionmentioning

confidence: 99%

Environmental strategy and the petroleum industry: a sustainability balanced scorecard approach

Choudhary

Guillén

Vila-Biglieri

2022

J Petrol Explor Prod Technol

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The institutional framework designed to protect the environment demands a growing involvement of companies. The new environmental paradigm drives the business community to embrace corporate sustainability more broadly and effectively. This trend is especially pronounced in the petroleum sector since, to a greater degree than in other industries, modern society demands that wealth creation be conducted while guaranteeing social and environmental wellbeing. To achieve this aim, it is necessary to implement an environmental management model that links sustainability planning with a control and supervision system. One of the most effective is the Sustainability Balanced Scorecard approach. This method will be used in this article to evaluate the sustainable performance of a Spanish company whose activity is focused on the marketing and distribution of petroleum products. The objective of this article is to analyze the environmental management of the hydrocarbon company and whether the four perspectives of its strategic vision have satisfactorily incorporated variables that promote sustainability. 2021 is the reference year for the indicator values, which will be compared with the target values for 2022. The results show that, while financial performance reveals a margin for improvement, as well as staff education and training in sustainability, the degree of environmental satisfaction of consumers is acceptable.

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“…Based on four criteria, the BSC evaluates performance: financial; customer; internal business processes; and learning and growth (Trisyulianti et al, 2022). As a result, the BSC performance measure model stands out as a unique approach that enables business organizations like SMEs to adopt strategic goals that measure strategic, operational and financial success based on a blended financial and nonfinancial criterion structure (Elbanna et al, 2022). The performance of a Food processing SMEs in Ghana business organization can be determined using this method in a variety of ways.…”

Section: Small-and Medium-sized Enterprise Performancementioning

confidence: 99%

“…Performance is a complex concept that includes various quantifiable aspects of an organization’s activities, most notably what the company hopes to achieve (Elbanna et al , 2022). According to its definition, performance measurement is “the measuring of performance indicators recognized as significant and valuable by decision-makers in a business organization, for a wide range of reasons, including the reporting of these indicators” (van Helden and Reichard, 2016, p. 1).…”

Section: Literature Reviewmentioning

confidence: 99%

The impact of marketing modification on the performance of food processing SMEs in Ghana

Abrokwah-Larbi

Awuku-Larbi²

2023

JRME

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Purpose The purpose of this study is to empirically examine the effect of marketing modification on business performance from the perspective of marketing capabilities theory. Design/methodology/approach This study employed a survey method to collect data from 225 food processing small- and medium-sized enterprises (SMEs) on the Ghana Enterprise Agency (GEA) registered list in the Eastern Region of Ghana. The effect of marketing modification on the performance of SMEs in the food processing industry was evaluated using a structural equation modeling (SEM) – path analysis. Findings According to the study’s findings, marketing modification has a positive and significant impact on the financial performance (FP), customer performance (CP), internal business process performance (IBPP) and learning and growth performance (LGP) of Ghanaian SMEs engaged in food processing. The results of this study also demonstrated the importance of marketing modification determinants, such as marketing resources (MR), cross-functional and interenterprise collaboration (CFIEC), architectural marketing capability (AMC) and marketing strategy decision implementation (MSDI), in achieving food processing SME performance in Ghana. Research limitations/implications This current research has its limitation, even though its importance has been mentioned earlier. First, the study can be improved by expanding the sample size through the inclusion of other SMEs from other industries since it is industry specific (i.e. food processing SME). Second, this current study was conducted in Ghana. To compare results, the current study may be replicated in other emerging countries. Third, future research studies may consider how business environmental factors such as technological change (e.g. use of artificial intelligence and machine learning) moderate the relationship between marketing modification and SME performance. Practical implications The outcomes of this research study are anticipated to give profitable implications to both academicians and practitioners. For the academic aspect, this study provides an important contribution to marketing modification and performance literature by examining the impact of innovative marketing on the performance of food processing SMEs in Ghana. For practitioners, this study indicates that food processing SME owners/managers must focus on marketing modification to develop their performance. The increase in marketing modification application through marketing capabilities such as MR and CFIEC will enable owners/managers to achieve performance targets. Social implications The application of marketing modification among food processing SMEs in Ghana will contribute greatly to their profitability, survival and growth. The growth and survival of food processing SMEs (not limited to food processing SMEs) in Ghana will help in the control of unemployment, which is a major social issue in Ghana. Originality/value The study’s findings provide solid support for the marketing capabilities theory. This study also supports the notion that food processing SMEs should perceive marketing modification and its determinants (i.e. MR, CFIEC, AMC and MSDI) as a critical strategic capacity to enhance their performance (i.e. FP, CF, IBPP and LGP). In terms of contribution, this study adds to the body of knowledge already available on marketing modification and business performance, particularly in the setting of an emerging economy.

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An investigation of the causality links in the balanced scorecard: The case of the Gulf Cooperation Council hospitality industry

Cited by 18 publications

References 88 publications

BSC-Based Performance Evaluation Model for Securities Industry and Its Application

BSC-Based Performance Evaluation Model for Securities Industry and Its Application

Environmental strategy and the petroleum industry: a sustainability balanced scorecard approach

The impact of marketing modification on the performance of food processing SMEs in Ghana

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