The Contribution of the BSC to Strategic Focus and Organisational Performance – Perception of the Mayor Export Companies in Portugal

Objective Managers recognise the ability of the Balanced Scorecard (BSC) to leverage strategic focus and organisational performance. In addition, the BSC is capable of addressing strategic focuses, aligning and monitoring strategic goals. Considering the strategic focus and organisational performance, various studies have been carried out related to the BSC; however, few studies have delved into the knowledge and relevance recognised by organisations with and without the BSC. Considering the organisations that have implemented the BSC and those that have not, this research empirically demonstrates the real benefits of this tool. Methodology A quantitative approach was adopted, using a questionnaire drawn up on the basis of a literature review. The respondents were managers of companies that have implemented the BSC and managers of companies that have not implemented the BSC. Results and Conclusions This research shows that the characteristics and benefits of the BSC are confirmed by the managers of the main exporting organisations in Portugal, regardless of whether they have the BSC implemented or not. In companies that do not have the BSC in place, managers agree that if the BSC were implemented, it would support strategic focus and improve the monitoring of organisational performance. Added Value The contribution of this research is useful for both academics and professionals, as it highlights the relevance of the BSC with regard to strategic focus and performance management. Recommendations: The BSC should be used to track strategic focus and organ-isational performance on a monthly basis