Publicação
Innovation management in Portuguese and Cameroon micro and small companies – implementation of balanced scorecard management tool
| Resumo: | The requirements of an increasing globalized and competitive economy lead managers to make comparison across countries in different continents in different markets which can rapidly bridge the gap of their lacking skills, knowledge and problems faced. To assert the adequate management skills and success of micro and Small and Medium Enterprises (SMEs), this study elaborates and diagnoses both micro and SMEs in Cameroon (Africa) and Portugal (Europe). It is safe to say that the micro and SMEs sector has been the engine of economic growth in many countries and not just to both the economies of Portugal and Cameroon. As a result of its ability to create jobs, generate revenue, reduce poverty and drive economic growth. The management of Micro, Small and Medium Enterprises to a large extent depends on the organizational structure and development of innovative practices. This study focuses on comparing the management structure, innovative practices and evaluating the economic-financial arm and the competitive strengths in Micro and SMEs in Portugal, Europe and Cameroon, Africa. This study was necessitated in order to make compares between Micro, Small and Medium Enterprises in two countries in two different continents. The study also looks at how the introduction and importance of innovation enhances performance and better management of SMEs. In the present work, a Balanced Scorecard (BSC) for both enterprises were successfully developed as a management control system with several indicators identified that will effectively clarify the objectives and strategic mission within both organizations. These qualitative findings may help strengthen innovation strategies of these small businesses, which could produce greater profitability and growth. Thus, after analysis, it can be proved that the performance of the enterprises and its employees can be improved by implementing the BSC model. Finally, the study concludes by proposing recommendations for future Balanced Scorecard initiative in both enterprises in order to overcome the potential barriers to ensure its beneficial use. |
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| Autores principais: | Mokake, Karl Njomo |
| Assunto: | Innovations Balance ccorecard Small and medium enterprises Portugal Cameroon |
| Ano: | 2020 |
| País: | Portugal |
| Tipo de documento: | dissertação de mestrado |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | Instituto Politécnico de Bragança |
| Idioma: | inglês |
| Origem: | Biblioteca Digital do IPB |
| Resumo: | The requirements of an increasing globalized and competitive economy lead managers to make comparison across countries in different continents in different markets which can rapidly bridge the gap of their lacking skills, knowledge and problems faced. To assert the adequate management skills and success of micro and Small and Medium Enterprises (SMEs), this study elaborates and diagnoses both micro and SMEs in Cameroon (Africa) and Portugal (Europe). It is safe to say that the micro and SMEs sector has been the engine of economic growth in many countries and not just to both the economies of Portugal and Cameroon. As a result of its ability to create jobs, generate revenue, reduce poverty and drive economic growth. The management of Micro, Small and Medium Enterprises to a large extent depends on the organizational structure and development of innovative practices. This study focuses on comparing the management structure, innovative practices and evaluating the economic-financial arm and the competitive strengths in Micro and SMEs in Portugal, Europe and Cameroon, Africa. This study was necessitated in order to make compares between Micro, Small and Medium Enterprises in two countries in two different continents. The study also looks at how the introduction and importance of innovation enhances performance and better management of SMEs. In the present work, a Balanced Scorecard (BSC) for both enterprises were successfully developed as a management control system with several indicators identified that will effectively clarify the objectives and strategic mission within both organizations. These qualitative findings may help strengthen innovation strategies of these small businesses, which could produce greater profitability and growth. Thus, after analysis, it can be proved that the performance of the enterprises and its employees can be improved by implementing the BSC model. Finally, the study concludes by proposing recommendations for future Balanced Scorecard initiative in both enterprises in order to overcome the potential barriers to ensure its beneficial use. |
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