The role of the Balanced Scorecard (BSC) in achieving competitive advantage: an applied study on the branches of the Republic’s banks in the western region

Abstract

The study aimed to identify the role of Balanced Score Card (BSC) Balanced Score card in its various dimensions (financial dimension, customer dimension, internal operations dimension, learning dimension and growth) in achieving the competitive advantage in the branches of the republic banks in the western region, and to achieve the objectives of the study and test its hypotheses. A special questionnaire was developed for this purpose and distributed to a simple random sample of (210) individual employees of the banks under study, and was processed using the statistical program (SPSS), and the study reached a set of results, the most important of which: Aqh balanced performance (financial dimension, after customers, after internal processes, after learning and growth) in achieving competitive advantage in the banking branches under study. The banks under study are working to diversify programs and services to raise revenues, and achieve high rates of net profit annually.

While the bank does not have a customer service department trained on how to deal with the public. This is one of the reasons affecting the achievement of competitive advantage. The management of banks does not use the latest technology according to the age of technology and information.

There are statistically significant differences between the means of the respondents' answers about the level of using the balanced scorecard in achieving competitive advantage due to the following variables (years of experience, educational qualification)