The Functionality and Comparisons of BSC and Alternative Theories in Organisations: Business Perspective

The purpose of this research is to show the comparison of Resource-based view, Human capital, stakeholder as alternative theories and Balanced Scorecards (BSCs). Resource-Based View (RBV) appears to be limited with narrow implications as the strategic roles. RBV is forced on the internal organisatio...

Descripción completa

Guardado en:

Detalles Bibliográficos
Autores principales:	Benneth C. Nwafor, Hosein Piranfar, John Aston
Formato:	article
Lenguaje:	EN
Publicado:	Academicus 2020
Materias:	resourced-based view; human capital; stakeholder; balanced scorecards; employees and performance Social Sciences H Economics as a science HB71-74
Acceso en línea:	https://doaj.org/article/02362ca1eda3436b8f8959f5cb8ce793
Etiquetas:	Agregar Etiqueta Sin Etiquetas, Sea el primero en etiquetar este registro!

id	oai:doaj.org-article:02362ca1eda3436b8f8959f5cb8ce793
record_format	dspace
spelling	oai:doaj.org-article:02362ca1eda3436b8f8959f5cb8ce7932021-12-02T11:26:29ZThe Functionality and Comparisons of BSC and Alternative Theories in Organisations: Business Perspective2079-371510.7336/academicus.2020.21.06https://doaj.org/article/02362ca1eda3436b8f8959f5cb8ce7932020-01-01T00:00:00Z http://www.academicus.edu.al/nr21/Academicus-MMXX-21-059-072.pdf https://doaj.org/toc/2079-3715The purpose of this research is to show the comparison of Resource-based view, Human capital, stakeholder as alternative theories and Balanced Scorecards (BSCs). Resource-Based View (RBV) appears to be limited with narrow implications as the strategic roles. RBV is forced on the internal organisation of a firm and it does not consider the external factors like the demand side of the market. A firm or an organisation may have the resources and the capabilities to gain a competitive advantage but still have no demand. RBV is not explicit on how particular market-based assets and capabilities contribute to generating and sustaining specific form of customer values. Accordingly, Human Capital theory (HC) assumes education increases productivity in the organisation, resulting in higher individual wages, but failed to provide adequate insight into the process through which education training are translated into higher wages. High level of educational attainment and quality may not potentially yield greater productivity and wages across the board. In the same vein, stakeholder theory has no learning and growth perspective required in the 21st century business but provides managers with clear mission and facilitates decision making. Balanced Scorecards (BSCs) has four perspectives: Financial, Customer, Internal development and Learning and growth perspective. It sets priorities by identifying, rationalising and aligning initiatives. The broad aim of this study is to shed light on limitations of these theories. The paper intends to identify future research questions that would help to remove fundamental barriers to pave the way to the company-wide performance in Small Medium Enterprises (SMEs): does BSC or alternative theory add significant value to SMEs? If it does add value, how does it enhance the performance of SMEs in emerging economies?Benneth C. NwaforHosein PiranfarJohn AstonAcademicusarticleresourced-based view; human capital; stakeholder; balanced scorecards; employees and performanceSocial SciencesHEconomics as a scienceHB71-74ENAcademicus International Scientific Journal, Vol MMXX, Iss 21, Pp 59-72 (2020)
institution	DOAJ
collection	DOAJ
language	EN
topic	resourced-based view; human capital; stakeholder; balanced scorecards; employees and performance Social Sciences H Economics as a science HB71-74
spellingShingle	resourced-based view; human capital; stakeholder; balanced scorecards; employees and performance Social Sciences H Economics as a science HB71-74 Benneth C. Nwafor Hosein Piranfar John Aston The Functionality and Comparisons of BSC and Alternative Theories in Organisations: Business Perspective
description	The purpose of this research is to show the comparison of Resource-based view, Human capital, stakeholder as alternative theories and Balanced Scorecards (BSCs). Resource-Based View (RBV) appears to be limited with narrow implications as the strategic roles. RBV is forced on the internal organisation of a firm and it does not consider the external factors like the demand side of the market. A firm or an organisation may have the resources and the capabilities to gain a competitive advantage but still have no demand. RBV is not explicit on how particular market-based assets and capabilities contribute to generating and sustaining specific form of customer values. Accordingly, Human Capital theory (HC) assumes education increases productivity in the organisation, resulting in higher individual wages, but failed to provide adequate insight into the process through which education training are translated into higher wages. High level of educational attainment and quality may not potentially yield greater productivity and wages across the board. In the same vein, stakeholder theory has no learning and growth perspective required in the 21st century business but provides managers with clear mission and facilitates decision making. Balanced Scorecards (BSCs) has four perspectives: Financial, Customer, Internal development and Learning and growth perspective. It sets priorities by identifying, rationalising and aligning initiatives. The broad aim of this study is to shed light on limitations of these theories. The paper intends to identify future research questions that would help to remove fundamental barriers to pave the way to the company-wide performance in Small Medium Enterprises (SMEs): does BSC or alternative theory add significant value to SMEs? If it does add value, how does it enhance the performance of SMEs in emerging economies?
format	article
author	Benneth C. Nwafor Hosein Piranfar John Aston
author_facet	Benneth C. Nwafor Hosein Piranfar John Aston
author_sort	Benneth C. Nwafor
title	The Functionality and Comparisons of BSC and Alternative Theories in Organisations: Business Perspective
title_short	The Functionality and Comparisons of BSC and Alternative Theories in Organisations: Business Perspective
title_full	The Functionality and Comparisons of BSC and Alternative Theories in Organisations: Business Perspective
title_fullStr	The Functionality and Comparisons of BSC and Alternative Theories in Organisations: Business Perspective
title_full_unstemmed	The Functionality and Comparisons of BSC and Alternative Theories in Organisations: Business Perspective
title_sort	functionality and comparisons of bsc and alternative theories in organisations: business perspective
publisher	Academicus
publishDate	2020
url	https://doaj.org/article/02362ca1eda3436b8f8959f5cb8ce793
work_keys_str_mv	AT bennethcnwafor thefunctionalityandcomparisonsofbscandalternativetheoriesinorganisationsbusinessperspective AT hoseinpiranfar thefunctionalityandcomparisonsofbscandalternativetheoriesinorganisationsbusinessperspective AT johnaston thefunctionalityandcomparisonsofbscandalternativetheoriesinorganisationsbusinessperspective AT bennethcnwafor functionalityandcomparisonsofbscandalternativetheoriesinorganisationsbusinessperspective AT hoseinpiranfar functionalityandcomparisonsofbscandalternativetheoriesinorganisationsbusinessperspective AT johnaston functionalityandcomparisonsofbscandalternativetheoriesinorganisationsbusinessperspective
_version_	1718395918314635264

The Functionality and Comparisons of BSC and Alternative Theories in Organisations: Business Perspective

Ejemplares similares