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the argument that an organisational policy about the role of an ROI process in defining specific outcomes within that of a higher level strategy that itself defines how the ROI process, will add to ensuring delivery of these higher goals. Several authors in the literature review (Woiceshyn & Falkenberg, 2008; Dalkir, 2005; Liker & Hoseus, 2006) and others have argued that their research has shown the value of a top-down strategic hierarchy to planned actions to get as much value out of new knowledge as possible.
Findings about the value of an integrated top-down strategy
The balanced scorecard sets the goals to be achieved by using new knowledge defined in the ROI process to leverage more value from the other three related areas. This would be a top-down approach of the ‘how’ that Kaplan and Norton define in their strategy mapping. The results of the business event attendees ranking on a Lickert scale of strongly disagree (1) to strongly agree (5) are shown in Table 3 with regards to an ROI tool being part of the methodology of ‘how’ to apply the learning strategy leg of the balanced score card. The literature infers that that an intervention for ‘how’ should have ROI objectives measurable with an ROI model (such as Phillips) in their value contribution to the organisation’s overall strategic plan.
TABLE 3: OVERALL STRATEGY MAP AND ROI RELATIONSHIP: BUSINESS EVENT ATTENDEES n =351
16.1 Event organisers should use an events evaluation model for every event (e.g. Phillips ROI model)
19.1 My organisation uses a performance management tool (like the Balanced Scorecard)
(Source: Thomas (2013))
The Chi squared result in Table 4 indicated a result of 0.048 which is significant at probability p > 0.05. Respondents whose organisations used a balanced scorecard methodology to guide future organisational performance agreed with the ROI of a business event should be evaluated. Even respondents who disagreed that their organisation used a balanced scorecard or didn’t know whether their organisation used a balanced scorecard thought it important that there should be an ROI evaluation of a business event and that this tied into a higher strategic purpose.
TABLE 4: OVERALL STRATEGY MAP AND ROI RELATIONSHIP: CHI SQUARED RESULT Value
Pearson Chi-Square Likelihood Ratio
Linear-by-Linear Association
N of Valid Cases (Source: Thomas (2013))
15.631 16.946 7.112
351 df
8 8 1
Asymp. Sig. (2-sided)
.048 .031 .008
1 Count Agreed (1) 2 Count Disagreed (2) 3 Count
Did not know (3)
1 0
0.0% 4
2.7% 0
0.0%
2 2
1.5% 4
2.7% 1
1.4% 3 20
14.7% 31
21.2% 17
24.6% 4 62
45.6% 71
48.6% 36
52.2% 5 52
38.2% 36
24.7% 15
21.7% 136
100.0% 146
100.0% 69
100.0% Total
EXPLORING THE METHODOLOGY FOR EVALUATING INTANGIBLE VALUE CREATED AT BUSINESS EVENTS 955