Growth and Learning Perspective of BSC

Olve, Roy and Wetter (2000) argue that in order to achieve long term and short term objectives, the company should try to maintain and develop the necessary know-how and infrastructure required for understanding and satisfying customers. The company should also develop necessary technical management skills to sustain efficiency and productivity of the processes, which create value for customers.

Kaplan and Norton (1996) suggest that it is very important to achieve and maintain competitive advantages of the learning and growth perspective of BSC for survival of the company. Thus, accumulating innovation forces and creating the learning organization to extent that the company would be able to grow with learning and innovation will be the critical factors to fulfill customer needs.

Denton and White (1996) state that by majoring the learning and growth perspective, the variables that the company should be considered are personal growth of associates, internal promotion levels, associate satisfaction, associate retention, associate empowerment, strategic skills of associates, managers and the organization, training levels and cycle times, cross-training levels of associates and line managers, information technology use, access to strategic information, new initiatives explored or implemented, and community participation and knowledge exhibited by general managers.

As summary, previous studies have revealed a plenty of management variables for measuring the learning and growth perspective of BSC, most of these studies are concerns about efforts that a company could be done to improve the learning and growth perspective.