Construindo o diálogo entre competência, recursos e desempenho organizacional

Abstract

This paper deals with the question of how resources affect organizational performance. It assumes competence as a bundle of coordinated resources and employs the Balanced Scorecard (BSC) framework to measure and assess how this coordination influences performance indicators all over BSC perspectives. A review effort in this field showed that financial or internal process indicators are the most considered; performance indicators from learning and growth perspectives or studies evaluating simultaneously all performance perspectives are less common. A case study in a Brazilian water company, using firm’s data and indicators, pointed external factors related to demand to be the strongest performance determinant; employee satisfaction presented association with all BSC perspectives.