The Impact of Using Balanced Scorecards on Competitive Strategy: Field Study at Jordanian SMEs Manufacturing Organizations. أثر استخدام بطاقة الاداء المتوازن على الاستراتيجية التنافسية: دراسة ميدانية على الشركات الاردنية الصناعية الصغيرة والمتوسطة

غيث, اسعد عدنان (2019) The Impact of Using Balanced Scorecards on Competitive Strategy: Field Study at Jordanian SMEs Manufacturing Organizations. أثر استخدام بطاقة الاداء المتوازن على الاستراتيجية التنافسية: دراسة ميدانية على الشركات الاردنية الصناعية الصغيرة والمتوسطة. Masters thesis, جامعة الشرق الاوسط.

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Abstract

Purpose: This study aims at investigating the impact of using Balanced Scorecards on the competitive strategy of Jordanian small and medium-sized enterprises (SMEs) manufacturing organizations from owners and general manager’s point of view. Design/Methodology/Approach: This study is considered as descriptive and cause/effect study. Data collected from 100 owners and/or general managers of SMEs manufacturing organizations by questionnaire. After confirming the normality, validity, and reliability of the tool and the correlation between variables, single and multiple regressions analysis used to test the hypothesis. Findings: The results show that the respondents agree on the high importance of Balanced Scorecard dimensions, financial perspective has rated highest, followed by internal business processes perspectives, then customer perspective and learning and growth perspectives, respectively. Results also show that respondents agree on the high importance of competitive strategy sub-variables, where focus strategy has rated highest importance, followed by cost leadership strategy, then differentiation strategy. Moreover, results show that the relationships among Balanced Scorecard dimensions (financial perspective, customer perspective, internal business processes perspective, learning and growth perspective) are medium to strong, and the relationships among competitive strategy sub-variables are very strong, finally, the relationships between Balanced Scorecard dimensions and competitive strategy are strong, and the relationship between Balanced Scorecard and competitive strategy is very strong. Finally, results show that the Balanced Scorecard impact competitive strategy and its sub-variables, where the Balanced Scorecard perspectives having the highest impact on focus Strategy, followed by on cost leadership strategy, then on differentiation strategy. Practical Implications: Using Balanced Scorecard is becoming mandatory for its benefits not only in achieving a competitive strategy but also for reflects the strategic plans of the organizations. Limitations/Recommendations: The sample is restricted to only SMEs manufacturing organizations that registered in Jordan investors association. Therefore, it is recommended to include other SMEs manufacturing organizations and large manufacturing organizations outside Jordan investors association in future research. Originality/Value: This study may be one of the few studies which tackled the issue of the impact of using Balanced Scorecard on competitive strategy in Jordan. Keywords: Balanced Scorecard (BSC), Competitive Strategy, Small and Medium-Sized Enterprises (SMEs), Amman, Jordan.

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