The Role of Applying Balanced Scorecard on Implementing Competitive StrategyA Field Study in Yemeni Banks Operating in the Capital Sana'a
This Study aimed to explore the role of Balanced Scorecard processes (vision translation, communication and linkage, business planning, and feedback and learning) in implementing the competitive strategies (cost leadership and differentiation) in Yemeni banks operating in the capital, Sana’a. The study adopted the descriptive-analytical approach. The study population consisted of managers and employees working at the headquarters of banks in the capital, Sana’a, totaling 739 individuals. The targeted sample size was 266 respondents, and data were collected using a questionnaire instrument. The number of valid questionnaires suitable for statistical analysis reached 212. The study employed the Statistical Package for the Social Sciences (SPSS), version 28, to analyze the study data. The study reached several key findings, most notably that Balanced Scorecard processes contribute to the implementation of both cost leadership and differentiation strategies in Yemeni banks. The results also indicated that the relationship between Balanced Scorecard processes and the implementation of competitive strategies is an indirect relationship mediated through intermediate pathways, which act as mechanisms for transferring the impact of Balanced Scorecard processes to the implementation of cost leadership and differentiation strategies. The study presented a set of major recommendations, including the need to adopt appropriate measures to strengthen the application of Balanced Scorecard processes in implementing competitive strategies within Yemeni banks.
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