The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile
Autor(a) principal: | |
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Data de Publicação: | 2018 |
Outros Autores: | , |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Gestão e sociedade |
Texto Completo: | https://ges.face.ufmg.br/index.php/gestaoesociedade/article/view/2456 |
Resumo: | Organizational culture plays a key role, as it characterizes the way organizations behave, decide and guide their own success. Nowadays, due to highly competitive environments, performance is considered a leading concept in management. In the same vein, learning and growth are also important in order to fulfill the requirements related to the defined performance. Regarding the global competition that organizations increasingly face, there are a number of strategic measurement tools that support managers in their decisions. In this sense, the Balanced Scorecard (BSC) with its four perspectives, goes beyond the traditional management indicators as it monitors performance, promotes strategic alignment and fosters organizational communication. To put it another way, BSC is considered one of the most relevant strategic management tools to improve organizational performance. Despite the recognized relevance of this research area, this link of organizational culture with the BSC Learning and Growth perspective is yet unexplored. This study examines first the differences in organizational culture within organizations with and without the BSC. Second, the study focuses particularly on the learning and growth perspective in organizations with and without the BSC. Results indicate that organizations with the BSC are more receptive to Learning and Growth. A possible explanation for these results may be associated to the multinational level of the sampled organizations, which leverage Learning and Growth in higher proportions. |
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The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profileOrganizational cultureBalance scorecardlearningOrganizational culture plays a key role, as it characterizes the way organizations behave, decide and guide their own success. Nowadays, due to highly competitive environments, performance is considered a leading concept in management. In the same vein, learning and growth are also important in order to fulfill the requirements related to the defined performance. Regarding the global competition that organizations increasingly face, there are a number of strategic measurement tools that support managers in their decisions. In this sense, the Balanced Scorecard (BSC) with its four perspectives, goes beyond the traditional management indicators as it monitors performance, promotes strategic alignment and fosters organizational communication. To put it another way, BSC is considered one of the most relevant strategic management tools to improve organizational performance. Despite the recognized relevance of this research area, this link of organizational culture with the BSC Learning and Growth perspective is yet unexplored. This study examines first the differences in organizational culture within organizations with and without the BSC. Second, the study focuses particularly on the learning and growth perspective in organizations with and without the BSC. Results indicate that organizations with the BSC are more receptive to Learning and Growth. A possible explanation for these results may be associated to the multinational level of the sampled organizations, which leverage Learning and Growth in higher proportions. CEPEAD/FACE - UFMG2018-08-06info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://ges.face.ufmg.br/index.php/gestaoesociedade/article/view/245610.21171/ges.v12i33.2456Management & Society Electronic Journal; Vol. 12 No. 33 (2018): September/December 2018Gestão e Sociedade; v. 12 n. 33 (2018): Setembro/Dezembro de 20181980-575610.21171/ges.v12i33reponame:Gestão e sociedadeinstname:Universidade Federal de Minas Gerais (UFMG)instacron:UFMGenghttps://ges.face.ufmg.br/index.php/gestaoesociedade/article/view/2456/1385Copyright (c) 2018 Gestão e Sociedadeinfo:eu-repo/semantics/openAccessOliveira, CidaliaPinho, José CarlosSilva, Anabela2019-12-20T21:26:32Zoai:ojs.pkp.sfu.ca:article/2456Revistahttps://www.gestaoesociedade.org/gestaoesociedadePUBhttps://www.gestaoesociedade.org/gestaoesociedade/oaiges@face.ufmg.br||ricardo.ges.ufmg@gmail.com||1980-57561980-5756opendoar:2019-12-20T21:26:32Gestão e sociedade - Universidade Federal de Minas Gerais (UFMG)false |
dc.title.none.fl_str_mv |
The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile |
title |
The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile |
spellingShingle |
The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile Oliveira, Cidalia Organizational culture Balance scorecard learning |
title_short |
The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile |
title_full |
The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile |
title_fullStr |
The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile |
title_full_unstemmed |
The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile |
title_sort |
The relevance of learning and growth in organizations that adopt and do not adopt the BSC- characterization of the cultural profile |
author |
Oliveira, Cidalia |
author_facet |
Oliveira, Cidalia Pinho, José Carlos Silva, Anabela |
author_role |
author |
author2 |
Pinho, José Carlos Silva, Anabela |
author2_role |
author author |
dc.contributor.author.fl_str_mv |
Oliveira, Cidalia Pinho, José Carlos Silva, Anabela |
dc.subject.por.fl_str_mv |
Organizational culture Balance scorecard learning |
topic |
Organizational culture Balance scorecard learning |
description |
Organizational culture plays a key role, as it characterizes the way organizations behave, decide and guide their own success. Nowadays, due to highly competitive environments, performance is considered a leading concept in management. In the same vein, learning and growth are also important in order to fulfill the requirements related to the defined performance. Regarding the global competition that organizations increasingly face, there are a number of strategic measurement tools that support managers in their decisions. In this sense, the Balanced Scorecard (BSC) with its four perspectives, goes beyond the traditional management indicators as it monitors performance, promotes strategic alignment and fosters organizational communication. To put it another way, BSC is considered one of the most relevant strategic management tools to improve organizational performance. Despite the recognized relevance of this research area, this link of organizational culture with the BSC Learning and Growth perspective is yet unexplored. This study examines first the differences in organizational culture within organizations with and without the BSC. Second, the study focuses particularly on the learning and growth perspective in organizations with and without the BSC. Results indicate that organizations with the BSC are more receptive to Learning and Growth. A possible explanation for these results may be associated to the multinational level of the sampled organizations, which leverage Learning and Growth in higher proportions. |
publishDate |
2018 |
dc.date.none.fl_str_mv |
2018-08-06 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://ges.face.ufmg.br/index.php/gestaoesociedade/article/view/2456 10.21171/ges.v12i33.2456 |
url |
https://ges.face.ufmg.br/index.php/gestaoesociedade/article/view/2456 |
identifier_str_mv |
10.21171/ges.v12i33.2456 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
https://ges.face.ufmg.br/index.php/gestaoesociedade/article/view/2456/1385 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2018 Gestão e Sociedade info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Copyright (c) 2018 Gestão e Sociedade |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
CEPEAD/FACE - UFMG |
publisher.none.fl_str_mv |
CEPEAD/FACE - UFMG |
dc.source.none.fl_str_mv |
Management & Society Electronic Journal; Vol. 12 No. 33 (2018): September/December 2018 Gestão e Sociedade; v. 12 n. 33 (2018): Setembro/Dezembro de 2018 1980-5756 10.21171/ges.v12i33 reponame:Gestão e sociedade instname:Universidade Federal de Minas Gerais (UFMG) instacron:UFMG |
instname_str |
Universidade Federal de Minas Gerais (UFMG) |
instacron_str |
UFMG |
institution |
UFMG |
reponame_str |
Gestão e sociedade |
collection |
Gestão e sociedade |
repository.name.fl_str_mv |
Gestão e sociedade - Universidade Federal de Minas Gerais (UFMG) |
repository.mail.fl_str_mv |
ges@face.ufmg.br||ricardo.ges.ufmg@gmail.com|| |
_version_ |
1797067419897823232 |