Ajay M. Pangarkar and Teresa Kirkwood
The purpose of this paper is to address the increasing need to move past the traditional measurement, evaluation methodologies and truly connect the value of learning and…
Abstract
Purpose
The purpose of this paper is to address the increasing need to move past the traditional measurement, evaluation methodologies and truly connect the value of learning and performance to organizational objectives and strategy.
Design/methodology/approach
Though anecdotal research, several industry conference presentations on the topic, and discussions with senior management groups it is highly evident that there is a need for both an organization's learning group and senior management to communicate. Add to the fact that the Balanced Scorecard is becoming the tool of choice for many organizations to translate their mission into tactical outcomes, the learning and growth component is one of the weakest developed areas of this important tool but, according to the creators of BSC, it is the most significant part of the BSC enabling the other components.
Findings
The need for organizations to compete is increasing exponentially. Organizational leaders are quickly realizing that their organizations can no longer compete based on past success factors such as assets, products, or pricing in a knowledge‐based economy. The senior management groups understand that more than equipment, their success lies in the knowledge of their employees to compete. New ideas, innovation, and technology are significantly contributing to the knowledge need.
Practical implications
From this paper, readers, specifically those responsible for training, learning, and human resources along with senior managers, will be able to communicate and begin to connect their learning strategies to the organization's mission and strategic planning process.
Originality/value
Kaplan and Norton stress the need for management to be attentive to the “Learning and growth” component of the BSC and not disregard or minimize its importance to the other perspectives. To date, how to integrate and develop the learning and growth component was not addressed in any depth.
Details
Keywords
Tao (Tony) Gao and Talin E. Sarraf
This paper explores the major factors influencing multinational companies’ (MNCs) propensity to change the level of resource commitments during financial crises in emerging…
Abstract
This paper explores the major factors influencing multinational companies’ (MNCs) propensity to change the level of resource commitments during financial crises in emerging markets. Favorable changes in the host government policies, market demand, firm strategy, and infrastructural conditions are hypothesized to influence the MNCs’ decision to increase resource commitments during a crisis. The hypotheses are tested with data collected in a survey of 82 MNCs during the recent Argentine financial crisis (late 2002). While all the above variables are considered by the respondents as generally important reasons for increasing resource commitments during a crisis, only favorable changes in government policies significantly influence MNCs’ decisions to change the level of resource commitments during the Argentine financial crisis. The research, managerial implications, and policy‐making implications are discussed.
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Chinmay Pattnaik and B. Elango
The previous decade has been characterized by emerging market firms expanding into international markets. This trend has led to scholars in the IB arena to grapple with the new…
Abstract
The previous decade has been characterized by emerging market firms expanding into international markets. This trend has led to scholars in the IB arena to grapple with the new phenomenon of emerging multinational enterprises (EMNEs), specifically the relationship between internationalization and performance of the EMNEs. This paper seeks to add to the literature by capturing the impact of firm resources on the internationalization‐performance relationship. Empirical analysis on a sample of 787 Indian manufacturing firms indicates that there is a non‐linear relationship between internationalization and performance. Findings also indicate that a firm’s capabilities in cost efficiency and marketing have a moderating impact on this relationship.