This content requires Adobe Flash Player version
or later.
Either you do not have Adobe Flash Player installed,
or your version is too old,
or there is a problem with your Flash installation and we were unable to detect it.
To attain specific outcomes from a business event that would contribute to the overall value anticipated by a strategy map, it is reasonable to argue that the event attendees should be aware of the objective(s) of their event attendance. The statement that investigated whether managers brief attendees on the objectives of attendance (above) should have a relationship with an understanding of higher level organisational objectives (Table 5). Evaluating whether the respondent knew if their organisation used a performance management tool (balanced scorecard) is claimed as indicative of managers and employees understanding this relationship in terms of the importance of a pre-event briefing by management of event attendance objectives (Table 5).
TABLE 5: OVERALL STRATEGY MAP AND EVENT ATTENDANCE OBJECTIVES: BUSINESS EVENT ATTENDEES
16.2 My manager briefs me on the event objectives before I attend
1
19.1 My organisation uses a performance management tool (like the Balanced Scorecard)
1 Count Agreed (1) 2 Count
Disagreed (2)
3 Count
Did not know (3)
(Source: Thomas (2013)) 7
5.1% 8
5.5% 5 7.1% 2 19
14.0% 32
21.9% 16 22.9% 3 15
11.0% 25
17.1% 8 11.4% 4 56
41.2% 53
36.3% 24 34.3% 5 39
28.7% 28
19.2% 17 24.3% Total 136
100.0% 146
100.0% 70 100.0%
Table 6 indicates that the Chi-squared results are not significant at probability p > 0.05. So, although 70% of all respondents agreed that it was important that their managers brief them on event objectives before attendance, there seems to be a gap in manager and employee understanding of attendance tying to higher-level, conjoined intangible and tangible value creation mixing opportunities. Several authors including Sveiby (2007) and Gorelick et al. (2004) draw attention to the fact that some managers perceive no point in sharing financial results, vision, mission and strategy feeling it has little to do with an employee’s daily job of work but also meaning that the employee is not fully aware of the implications of value creation possible for knowledge garnered from the event.
TABLE 6: OVERALL STRATEGY MAP AND EVENT ATTENDANCE OBJECTIVES CHI-SQUARED RESULT
Pearson Chi-Square Likelihood Ratio
Linear-by-Linear Association
N of Valid Cases (Source: Thomas (2013))
Value 8.973
9.059 3.790
352
df 8
8 1
Asymp. Sig. (2-sided) .345
.337 .052
This could be argued as indicating an uncoupling or lack of clarity by business event attendee or their managers in their perceptions of linkages in a knowledge value chain flowing top-down from a balanced scorecard to ROI objectives for event attendance. Further, when considering the result of
EXPLORING THE METHODOLOGY FOR EVALUATING INTANGIBLE VALUE CREATED AT BUSINESS EVENTS 956