Redesigning an innovation section of the Balanced Scorecard model: An African perspective

Abstract

The Balanced Scorecard model was designed for Western countries \nthat operate within a capitalist system. Africa differs from such \nWestern countries with regard to dimensions such as infrastructure, \nmarkets and customers, sources of capital, government intervention, \nliteracy levels and socio-cultural frameworks. Africa is more humanist \nand socialist in nature than Western societies. The purpose of this \nstudy was therefore to redesign the innovation perspective of the \nBalanced Scorecard model to suggest a new management approach \nfor organisations based in Africa. In this study, exploratory factor \nanalysis and correlation analysis using SPSS Version 16.0 were \nemployed to identify four correlated principal components that \ncould constitute an African innovation perspective of the Balanced \nScorecard model, namely: (1) Africanisation values for general issues \nsurrounding African socio-cultural frameworks, (2) learning values \nrealised when employees gain indigenous culture and knowledge, \n(3) customer values focused on Africanising customer care and \nsatisfaction, and (4) innovation values, clarifying values gained from \nskilled and motivated employees. All four components add value to \nimprove productivity and corporate performance.

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