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The purpose of this qualitative research is to explore the characteristics and issues related to the transition of a UAE-based fast-growth small-to-medium enterprise (FGSMEs) from the traditional performance management system (PMS) to a modern PMS through a design of a potential balanced scorecard (BSC) and strategy map for the company.

The study was conducted in one of the FGSMEs that serves more than 16,000 farmers across the United Arab Emirates (UAE). A qualitative case study methodology was used in this study. The focus was on “how” questions and exploratory analysis of primary and secondary data supported by in-depth interviews with senior managers.

This research highlights the adoption of a new, more proactive performance management accounting – the BSC. It was found that the BSC initiatives already exist in the company but not clearly linked together and directed toward the effective implementation of BSC system. It was found that these initiatives were initiated by the interests of different work units but not properly integrated as one whole company system. Such initiatives if integrated together and aligned with the overall objectives and strategies of the company can facilitate the comprehensive adoption of the BSC system and maximize the possibility of achieving better measurement and management of organizational performance.

The study was limited to the UAE and it focussed exclusively on a single fast-growing enterprise. The results presented may not suitable to be generalized or extended to other contexts.

Our study highlights the need for better understanding of the use of non-traditional-measurement mechanisms like the BSC, that may substitute for the roles of financial-based performance measurements and lead to superior performance to our case company. This study suggested that many of the roles played by traditional performance management can be substituted by, or supported by other mechanisms at the corporate level like the BSC system and the detailed design of a potential BSC and strategy map for the company will act as a guide to help in bringing the modern performance management techniques and tools into the other Eastern FGSMEs also.

The paper contributes to the literature by being one of the first to study contemporary PMS within a middle-eastern context.

The purpose of this paper is to investigate drivers of learning orientation (LO) in 253 Australian fast-growth small-to-medium enterprises (SMEs) through an examination of the interrelationships between transformational leadership (TL), human resource (HR) practices, and organizational climate.

CEOs/managers of fast growth SMEs completed either an online or mailout survey. Statistical analyses involved tests for confounding and mediational effects, the use of exploratory factor analytic techniques and structural equation modelling.

Findings reveal that TL is a significant antecedent of supportive and open organizational climates, and reward and job-related HR practices. Job-related HR practices and organizational climate fully mediate relationships between TL and LO. However, providing monetary incentives linked to performance does not motivate staff to learn. Instead, leaders need to act as role models, stimulate employees intellectually, provide a road map for staff, and focus on creating a supportive, open, and friendly environment.

Sample size is modest, reducing statistical power. The use of a cross-sectional, non-experimental design limits causal inferences. This study relied on the views of only entrepreneurs.

These findings have important implications for management practice in terms of leadership, HR practices, and organizational learning in entrepreneurial ventures. Businesses who provide benefits and bonuses linked to performance do not necessarily engage employees to commit to learning, subscribe to a shared vision, or think innovatively. LO is enhanced only when employees are motivated, empowered, and treated as valuable resources. The establishment of personal relationships and open communication between owner-managers and employees, fosters firm LO.

The present research contributes to the theoretical debate on the central role of leadership in fostering HRM practices, organizational climate and LO in fast-growth entrepreneurial companies. This study is the first to empirically test drivers of LO in FGSMEs. A simple linear model is insufficient to explain the influence of TL on LO.