Nghiên cứu các nhân tố quản lý ảnh hưởng đến việc áp dụng thẻ điểm cân bằng trong các doanh nghiệp kinh doanh dịch vụ khách sạn việt nam tt tiếng anh

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CHAPTER 1

quantitative research.
1.6. New contributions of thesis
New theoretical and academic contributions:
- The thesis has applied the theory of diffusion of innovation and the technology acceptance model to
identified factors belonging to managers affecting the use of Balanced Scorecard (BSC) in Vietnamese hospitality
firms. These factors include: the management control system being used in firms; the managers’ ability to receive
new knowledge; the managers’ methods applying to evaluate subordinates; the managers’ perception of the
usefulness of the BSC; and the managers’ perception of the ease of the BSC.
- The thesis has applied BSC to identify the system of performance evaluation indicators according to BSC
in Vietnamese hospitality firms.
The new findings, proposals drawn from the research:
- The findings of the thesis have indicated that there are 4 factors affecting the use of BSC in Vietnamese
hospitality firms.
- The findings of the thesis have identified a system of operational efficiency evaluation indicators according
to BSC suitable to Vietnamese hospitality firms including 30 indicators
- The thesis has given some recommendations for the hotels, the owners of hotels, the State, and training
facilities, and hotel association of Vietnam to promote using BSC and the system of operational efficiency
evaluation criteria according to BSC.
1.7. Dissertation structure
The dissertation is organized into 5 chapters, particularly as follows:
Chapter 1: Introduction of research subject
Chapter 2: Research overview and theoretical bases
Chapter 3: Research methods
Chapter 4: Research results
Chapter 5: Discussion on research results, recommendation proposal and conclusions

INTRODUCTION OF RESEARCH SUBJECT
1.1. Reason for choosing the subject
Balanced scorecard (BSC) is a method of transforming an organization's visions and strategies into specific
objectives and measures through the establishment of an operational efficiency evaluation system based on four
perspectives which are financial, customer and internal process, learning and growth perspectives. BSC gives
managers a more balanced view of the entire operation of the organization, provides bases for the selection of
operational efficiency evaluation targets, supplements non-financial targets, helps managers to evaluate the
effectiveness of strategy implementation in a comprehensive way and connects short-term control activities with
long-term strategies and visions. BSC has been widely used in countries around the world including Vietnam.
Although BSC has been applied in Vietnam since 2003, the number of enterprises applying BSC has been still
significantly limited so far, mainly focused on large corporations.
Hospitality service is a rapidly growing industry worldwide, making a leading contribution to the economy in
creating foreign exchange and employment. Hospitality business represents a service industry providing room, food and
catering services. These services require three different industrial activities and different cost structures. The diversity
of activities and cost structure requires a diverse collection of implementation measures, in which BSC is enabled to
combine. Doran and Chow (2002) provided a system of targets that managers find useful in evaluating the hotel
operational efficiency. Other researchers including: Evans (2005) in the UK, Huang et al (2007) and Chen et al (2011)
in China, Kim and Lee (2009) in South Korea, Pavlatos and Paggios (2009) in Greece, Ivankovic et al. (2010) in
Slovenia confirmed that BSC is a successful methods of operational efficiency evaluation in hotels.
Deriving from superior advantages of BSC and the actual application of operational efficiency evaluation
targets in Vietnamese hotels as well as gaps among researches, the author chooses “The management factors
affecting to the application of Balanced Scorecard in Vietnamese hospitality firms”
1.2. Research objectives
- To identify management factors affecting to the application of BSC in Vietnam hospitality firms.
- To propose recommendations in order to promote Vietnamese hospitality firms to use BSC.
1.3. Research questions
In order to achieve research objectives set out, the author poses 3 research questions as follows:
- Which management factors affect the use of BSC in the Vietnamese hospitality firms?
- Which system of operational efficiency evaluation targets is suitable for Vietnam hospitality firms?

- What suggestions and recommendations can be made to promote Vietnamese hospitality firms to use BSC?
1.4. Research objects and scope
Research objects:
Research object is the management factor affecting the use of BSC in Vietnam hospitality firms.
Research scope:
- In terms of content: The dissertation focuses on two major contents:
Firstly, the researcher studies the target system under BSC used for assessing the operational efficiency of
Vietnamese hospitality firms. The author considers that this research content is the basis to assert that Vietnamese
hospitality firms are using BSC.
Secondy, the dissertaton studies the management factor affecting the use of BSC in Vietnamese hospitality
firms.
- In terms of space: The investigation subjects must be limited in the scope of Vietnamese hospitality firms
ranked from 3- 5 stars (collectively called hotels).
- In terms of time: Research duration is from 3/2015 to 9/2018
1.5. Overview of research methods
The dissertation uses a combination of qualitative and quantitative research methods.
- Qualitative research results are the basis for the construction of questionaire and interpretation of
quantitative research results.
- Quantitative research is conducted through 2 steps: preliminary quantitative research and official


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CHAPTER 2
RESEARCH OVERVIEW AND THEORETICAL BASES
2.1. Research overview of the system of operational efficiency evaluation indicators and factors affecting the application of balanced scorecard
2.1.1. Research on targets used for operational efficiency evaluation according to balanced scorecard in hospitality firms
The overview shows that there are 95 indicators used to evaluate the operational efficiency in hotels, in which, there are 32 indicators in financial indicators, 16
indicators in customer perspective, 28 indicators in internal process perspective, 19 indicators in learning and growth perspective. In particular:
Philips and Louvieris (2005) pointed out that there are 8 indicators in financial perspective; 7 indicators in customer perspective; 8 targets in internal process
perspective; 8 indicators in learning and growth perspective. Chen et al (2011) indicated that there are 9 indicators in financial perspective; 8 indicators in customer

perspective; 11 indicators
in internal process perspective; 9 indicators in learning and growth perspective.
Elbanna et al (2015) established a structure of BSC views in hotel industry, including 4 aspects: financial perspective, customer perspective, internal process
perspective, innovation and learning. Additionally, there are 9 indicators in financial perspective, 8 indicators in customer perspective, 6 indicators in internal process
perspective, 8 indicators in learning and growth perspective.
Nguyen Ngoc Tien (2015) built a system of targets analyzing the operational efficiency in tourism firms in Binh Dinh province with four major contents: (i) analysis
on operational capacity by business lines (44 indicators ), (ii) analysis on operational efficiency and effectiveness of enterprises (11 indicators ), (iii) analysis on the
profitability of enterprises (9 indicators) and (iv) analysis on social effects of enterprise (11 indicators ).
In 2014, Ministry of Culture, Sports and Tourism promulgated Circular No. 26/2014/TT-BVHTTDL dated 31/12/2014 stipulating Basic Statistical Report regime applied for
tourism facilities, enterprises and Circular No. 27/2014/TT-BVHTTDL stipulating General Statistical Report regime applied tourism managing agencies under Central provinces,
cities. Accordingly, the target system of accommodation facilities used for report including 5 targets; tourism managing agencies under Central provinces and cities would report 4
targets related to managed tourism accommodation facilities.
2.1.2. Research on targets affecting the application of balanced scorecard
The research overview shows that factors affecting the use of BSC are divided into 2 groups: factors belonging to organization and managers.
Research group on factors belonging to organization.
Hoque and James (2000) pointed out the scale and life cycle of products affecting the use of BSC.
Kevinhendric et al (2004) conducted a survey on senior executives of 579 Canadian companies who are closely related to the application and implementation of BSC
in organizations. Results showed that there are 3 factors affecting the BSC acceptance including business strategy, organization size and environmental uncertainty.
Braam and Nijssen (2008), basing on Diffusion of Innovation of Rogers (1995), pointed out the participation level of senior managers, centralization level and internal
communications positively affects the BSC acceptance; the formalization negatively affects the BSC acceptance.
Quesado et al (2014), basing on Institutional theory and Contingency Theory, provided 7 factors affecting the application of BSC in organizations in Portugal, including: Type of
capital ownership; vertical difference level; hierarchy level; standardization, organizational culture; qualifications of managers and staff.
Research group on factors belonging to managers.

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Wiersma (2009) indicated purposes for managers to use BSC which are to Decision making, Coordination, Self- Monitoring and simultaneously determined 3 factors affecting
the use of BSC, Other control systems used in the organization, Manager’s receptiveness to information, Evaluative style of the Managers.
Tanyi (2011), basing on research results of Wiersma (2009) and Technology Acceptance Model of Davis (1989), showed that: Manager’s receptiveness to information
and Perceived ease of use of the BSC have positive relationships and significant effects on the use of BSC for decisions making; Manager’s receptiveness to information,
Other control systems used in the organization positively affect the use of BSC to Self- Monitoring.

Applying the research model of Tanyi (2011), Hongfei and Rui (2016) pointed out that: subordinate evaluation methods of managers have no effects on 3 dependent
variables (decision making, coordination, self- Monitoring); there are 3 factors positively and significantly affecting BSC using purposes for managers to make decisions,
which are Perceived usefulness of the BSC, Other control systems used in the organization, Manager’s receptiveness to information; there is 1 factor positively affecting
coordination purpose which is Perceived ease of use of the BSC; Perceived usefulness of the BSC positively affecting purposes of supervision on Self- Monitoring.
Bui Thi Hai Van (2009) indicated the usefulness towards the Company; user – friendliness feeling; general attitude affecting the planning of BSC application at
Vietnamese small and medium enterprises.
Tran Quoc Viet (2012) showed 6 factors influencing the adoption level of Balanced Scorecard in strategic management of enterprises in Vietnam, which are: (1) Top
management involvement, (2) centralization, (3) power of finance department, (4) formalization, (5) interdepartmental communication, (6) products – market dynamics.
2.1.3. Research gaps
The research overview shows that:
- The number of researches on the system of operational efficiency evaluation targets in Vietnam in hotel business is still small and the target mainly developed is financial
perspective. This is the gap for the author to build a system of operational efficiency evaluation targets in hotels according to BSC.
- The number of researches on factors affecting BSC application is not much and they mainly focus on organizational factors but enter into factors belonging to
managers although managers are those performing targets of organizations. Managers are an important factor in the successful application of organizational innovations
including the application of BSC (Shutibhinyo, 2013). This is also the gap for the author to study the management factors affecting the use of BSC in Vietnamese hotels.
2.2. Theoretical issues on balanced scorecard and operational efficiency evaluation target system according to balanced scorecard
2.2.1. Methods for operational efficiency evaluation
Padhaya (2014) considered that the operational efficiency evaluation is "the collection and analysis process of operational efficiency information of an individual, group or
organization". Operational efficiency evaluation is a prerequisite for any innovation efforts in organizations (Digalwar and Metri, 2005).
Models for operational efficiency evaluation include: Dupont, SMART pyramid, Performance Prism and BSC model.
With advantages of BSC and the conformity in the field of research, the author uses the BSC model as a theoretical basis to develop the operational efficiency evaluation
targets in Vietnamese hotels.
2.2.2. General overview of balanced scorecard and system of operational efficiency evaluation targets according to balanced scorecard
2.2.2.1. General overview of balanced scorecard
BSC was originally described as an operational efficiency evaluation system including both financial and non-financial targets. Then, BSC is improved from an
operational efficiency evaluation system to a strategic management system (Kaplan and Norton, 1996a, b).


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Figure 2.5. Balanced Scorecard model
Source: Kaplan and Norton (1996)
2.2.2.2. System of operational efficiency evaluation targets according to balanced scorecard
- Indicators in financial perspective: Financial targets indicate is revenue growth and labor productivity growth, so the targets that can be used are revenue growth rate,
employee productivity, revenue from new customer ratio
- Indicators in customer perspective: When choosing targets for this perspective, organizations must answer 3 important questions which are: Who are targeted
customers? What is the organization’s statement in serving customers? What are customers’ needs?
- Indicators in internal process perspective include targets on professional management, customer management, innovation, impacts on environment and society.
- Indicators in learning and growth include targets of human capital, information capital and organizational capital.
2.2.3. Balanced Scorecard model and system of operational efficiency evaluation targets according to balanced scorecard for hospitality firms
2.2.3.1. Balanced Scorecard model for hospitality firms
Based on BSC model of Kaplan and Norton (2004), Chen (2011) proposed the balanced scorecard model applied for hotels as follows:

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Achieve financial effects

Customer
loyalty

Hotel
brand

Service
quality

FINANCIAL

Customer
satisfaction

Increase hotel management effect

Employee
professionalism

CUSTOMER

INTERNAL
PROCESS

LEARNING
AND GROWTH

Figure 2.6: Balanced Scorecard for hotels
Source: Chen et al (2011)
2.2.3.2. Operational efficiency evaluation targets
The hotel industry has its own particular characteristics associated with the provision of the "hotel product." Therefore, the measurements used to assess hotel
performance should reflect the specific activities and kinds of products and services offered (Harris & Monglello, 2001).
2.3. Theoretical bases
2.3.1.

Contingency Theory

Applying the Contingency theory, based on an overview of operational efficiency evaluation targets according to BSC and management factors affecting the use of BSC
of previous researches, the author proposes a system of operational efficiency evaluation targets appropriate to Vietnamese hospitality firms and managerial factors affecting the
use of BSC.
2.3.2.

Stakeholder theory

Stakeholder theory is used to explain the use of the evaluation targets for the satisfaction of stakeholders such as employees, customers, in addition to the use of
financial targets to evaluate the operational efficiency.
2.3.3.

Diffusion of Innovation

According to Rogers (1995), there are three factors affecting the possibility of an organization to approve in innovation such as BSC, including: personal
characteristics of managers; characteristics inside the organization; characteristics outside the organization. Applying this theory, the author researches factors affecting the
use of BSC that derive from personal characteristics of managers.
2.3.4.

Technology Acceptance Model

Technology Acceptance Model (TAM) was introduced by Davis in 1986, based on the Theory of Reasoned Action (Ajzen and Fishbein, 1980) and the theory of
planned behavior (Ajzen, 1985). The final TAM version was built in 1996.


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CHAPTER 3
RESEARCH METHODS
3.1. Research process and data
3.1.1. Research process
The process of research consists of 7 steps: (1) identifying research objectives, (2) Overview of research, (3) qualitative research, (4) preliminary quantitative research,
(5) official qualitative research, (6) Report the research results
3.1.2. Collection of research data
The author uses information through two main data sources: primary data source and secondary data source.
3.2. Qualitative research design
Purposes of intensive interview
Intensive interview aims to prepare questionnaires before carrying out the quantitative research.

Contents of intensive interview
The interview outline consists of open-ended questions regarding the target system of operational efficiency and management factors affecting the application of
BSC in Vietnamese hotels.
Objects of intensive interview
Interviewees are hotel managers; BSC consultants and selected by the convenient method which means sampling based on the accessibility of the object.
Collection and processing of information
- The author collects information through interviews, documents, reports on business situation of hotels.
- Conclusions are provided based on the selection, summarization of opinions from interviewees.
3.3. Quantitative research design

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3.3.1. Preliminary quantitative research design
Objectives of preliminary survey are to remove non-statistical operational efficiency evaluation targets and inappropriate measures in order to complete questionnaires
before the delivery on a large scale.
Step 1: Preparation of preliminary questionnaires (based on the research overview and qualitative research results).
Step 2: Implementation of preliminary survey.
Step 3: Processing of preliminary survey data: After collecting questionnaires, the number of collected questionnaires is 55, the number of valid ones is 53. The
authorconducted the Cronbach Alpha test to evaluate the reliability of the measuring scale.
3.3.2. Official qualitative research design
Step 1: Preparation of official questionnaires.
Step 2: Sample design.
Step 3: Collection of research data.
Step 4: Data processing.
For the data on the system of operational efficiency evaluation targets, the implementation steps include: (1) analysis on descriptive statistics; (2) checking the
scale reliability; (3) Exploratory Factor Analysis; (4) Anova analysis on the importance level of target groups.
For data on management factors affecting the use of BSC, the above steps (1), (2) and (3) and multivariate regression analysis will be carried out.
3.4. Research model and hypotheses on management factors affecting the application of BSC
Research model
The management control system being
used in firms

The managers’ ability to receive new
knowledge

H1(+)
Decision
making
H2 (+)
H3(

The managers’ methods applying to
evaluate subordinates
Managers’ perception of the usefulness of
the BSC

Coordination
H4 (+)

H5 (+)

SelfMonitoring

Managers’ perception of the ease of the
BSC

Figure 3.5. Research model of the author


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3.4.1. Research hypotheses

The author proposes 5 following research hypotheses:
H1: The management control system being used in firms has positive effects on the use of BSC.
H2: The managers’ ability to receive new knowledge has positive effects on the use of BSC.
H3: The managers’ methods applying to evaluate subordinates has positive effects on the use of BSC
H4: Managers’ perception of the usefulness of the BSC has positive effects on the use of BSC
H5: Managers’ perception of the ease of the BSC has positive effects on the use of BSC

CHAPTER 4
RESEARCH RESULTS
4.1. Hospitality characteristics and Vietnamese hospitality efficiency
4.1.1. Overview of hospitality characteristics affecting the operational efficiency
The hotel service business has 7 basic characteristics including: cyclicality, continuity, direct and high aggregate, large investment capital, large number of direct
employees, and operations of divisions. relative independence, diverse customers.
4.1.2. Actual situation of in Vietnam
The system of hotels with all sizes from affordable to high-end is constantly being opened, especially in big cities and key tourist sites. The number of visitors and
Total revenue achieved, daily room occupancy have all grown.
4.1.3. Actual situation of using operational efficiency evaluation targets in Vietnamese hospitality firms
Results show that the average value of targets in 4 perspectives which are financial, customers, internal processes, learning and growth perspectives varies from 2.74
to 4.07. In particular, financial targets have the largest average value, followed by the customer, learning and growth, internal process targets. This indicates that hotels
regularly use financial targets, followed by hospitality firms customer, learning and growth, internal process targets, to evaluate the operational efficiency.
4.2. Research results of operational efficiency evaluation targets according to the balanced scorecard in Vietnamese hospitality firms
4.2.1. Qualitative research results
- In financial perspective, 22 indicators are considered appropriate and the author supplement extra 3 targets.
- In customer perspective, 9 indicators are considered appropriate.

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- In internal process perspective, 6 indicators are considered appropriate.
- In learning and growth perspective, 8 indicators are considered appropriate, indicator is supplemented and 1 indicator is replaced by another one.
4.2.2. Preliminary quantitative research results
Preliminary test results on the reliability of measuring scale show that:

- Finacial perspective (TC) has 18 indicators, Cronbach alpha coefficient reaches 0.964, item total correlation is over 0.3 so these indicators meet requirements.
- Customer perspective (KH) has7 indicators, Cronbach alpha coefficeint reaches 0.853, item total correlation is over 0.3 so these indicators meet requirements.
- Internal process perspective (QTNB) has 4 indicators, Cronbach alpha coefficient reaches 0.913, item total correlation is over 0.3 so these indicators meet
requirements.
- Learning and growth perspective (HTPT) has 10 indicators, Cronbach alpha coefficient reaches 0.880; item total correlation is over 0.3 so these indicators meet
requirements.
4.2.3.1. Descriptive statistics
Descriptive statistics on the research sample
Descriptive statistics on the importance level of operational efficiency evaluation targets according to BSC
Table 4.8: Summarization of descriptive statistics on the importance level of operational efficiency evaluation targets
Content
Financial Customer Internal process Learning and growth
Average value 2.55 – 4.04 2.97 – 3.56
2.74 - 2.98
2.90 - 3.64
Source: Summarization of the author from Appendix 10
Analysis results points out that the average value of financial targets is the highest, followed by customer targets, learning and growth targets, and finally internal
process targets. This shows that financial and customer targets are assessed important, internal process and learning and growth targets are considered less important in the
evaluation of hotel operational efficiency.
4.2.3.2. Official evaluation on the reliability of measuring scale
- Finacial perspective has13 indicators , Cronbach alpha coefficient is 0.943; item total correlation is over 0.3 so these targets meet requirements.
- Customer perspective has 6 indicators, Cronbach alpha coefficient is 0.878; item total correlation is over 0.3 so these targets meet requirements.
- Internal process perspective has 4 indicators, Cronbach alpha coefficient is 0.812; item total correlation is over 0.3 so these indicators meet requirements.
- Learning and growth perspective has 8 indicators, Cronbach alpha coefficient is 0.89; item total correlation is over 0.3 so these indicators meet requirements.
4.2.3.3. Exploratory Factor Analysis (EFA)
- EFA results has drawn 4 factors with 30 observed variables: The first one is financial factor with 13 observed variables; The second factor is customer with 6 observed
variables; The third factor is internal process with 4 observed variables; The fourth factor is learning and growth with 7 observed variables.
Table 4.15: EFA results for operational efficiency targets

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KMO and Bartlett's Test results
Kaiser-Meyer-Olkin Measure of Samling Adequacy.
Bartlett's Tst of Sphericity

0.861
6305.507
435
0.000
Source: SPSS Analysis results of the author

Approx. Chi-Square
df
Sig.

4.2.3.4. Tests on the difference among importance level of operational efficiency evaluation targets according to 4 perspectives of balanced scorecard
Test results indicate that when being evaluated the importance level of 4 perspectives belonging to BSC to evaluate the operational efficiency, financial targets have
no difference and the remaining 3 perspectives have differences among groups of 3-star, 4-star and 5-star hotels.
4.3. Analysis results on management factors affecting the use of balanced scorecard in Vietnamese hospitality firms
4.3.1. Qualitative research results
Qualitative research results show that variables brought to the research model are appropriate. Nonetheless, there are changes in measuring scales of control system
variables on managers of hotels in use, from 6 measuring scales decreased to 5 measuring scales and changes in dependent variable for decision making, from 9 measuring
scales decreased to 7 measuring scales.
4.3.2. Preliminary quantitative research results
- The management control system being used in firms (CS) has 5 measuring scales, Cronbach alpha coefficient reaches 0.869; item total correlation is over 0.3 so
measuring scales meet requirements.
- The managers’ methods applying to evaluate subordinates (DG) has 4 measuring scales, Cronbach alpha coefficient reaches 0.858; item total correlation is over 0.3
so measuring scales meet requirements.
- Managers’ perception of the usefulness of the BSC (HI) has 4 measuring scales, Cronbach alpha coefficient reaches 0.863; item total correlation is over 0.3 so these
targets meet requirements.

- Managers’ perception of the ease of the BSC (SD) has 5 measuring scales, Cronbach alpha coefficient reaches 0.911; item total correlation is over 0.3 so these targets
meet requirements.
- Decision making (QD) has 7 measuring scales, Cronbach alpha reaches 0.911; item total correlation is over 0.3 so these targets meet requirements.
- Coordination (DP) has 5 measuring scales, Cronbach alpha coefficient reaches 0.898; item total correlation is over 0.3 so these targets meet requirements.
- Self- Monitoring (GS) has 3 measuring scales, Cronbach alpha coefficient reaches 0.771; item total correlation is over 0.3 so these targets meet requirements.
4.3.3. Official quantitative research results
4.3.3.1 Statistics on the research sample according to management factors affecting the use of balanced scorecard in Vietnamese hospitality firms
Independent variables
The lowest average value of independent variables is 2.38 and the highest one is 3.36, which indicates that these factors have average effects on the use of BSC.
Table 4.23: Summarization table of statistic results describing independent variables

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Content
Average value

CS
2.38- 3.12

KT
3.12-3.36

DG
2.63- 2.84

HI
SD
3.14 – 3.27
2.47- 2.91
Source: Summarization from Appendix 23

Dependent variables
The lowest average value of decision making factor is 2.75 and the highest one is 3.35, the lowest average value of work coordination is 2.83 and the highest one is
3.17, the lowest average value of supervision on working efficiency is 3.02 and the highest one is 3.29. This shows that the use of BSC for decision making, work coordination
and supervision on working efficiency is not high.
Content
Average value

Table 4.24: Summarization table of statistic results describing dependent variables
QD
DP
GS
2.75 - 3.35
2.83 - 3.17
3.02 - 3.29
Source: Summarization from Appendix 24

4.3.3.2. Official evaluation on the measuring scale reliability of independent and dependent variables
- CS has 5 measuring scales, Cronbach alpha coefficient reaches 0.861; item total correlation is over 0.3 so these targets meet requirements.
- DG has 4 measuring scales, Cronbach alpha coefficient reaches 0.883; item total correlation is over 0.3 so measuring scales meet requirements.
- HI has 4 measuring scales, Cronbach alpha coefficient reaches 0.851; item total correlation is over 0.3 so these targets meet requirements.
- SD has 5 measuring scales, Cronbach alpha coefficient reaches 0.897; item total correlation is over 0.3 so these targets meet requirements.
- QD has 7 measuring scales, Cronbach alpha reaches 0.878; item total correlation is over 0.3 so these targets meet requirements.
- DP has 5 measuring scales, Cronbach alpha coefficient reaches 0.872; item total correlation is over 0.3 so these targets meet requirements.
- GS has 3 measuring scales, Cronbach alpha coefficient reaches 0.814; item total correlation is over 0.3 so these targets meet requirements.
4.3.3.3. Exploratory Factor Analysis (EFA
- Exploratory Factor Analysis for independent variables: Analysis results have drawn 5 factors.
- Exploratory Factor Analysis for dependent variables: EFA results with 3 dependent variables, one after the other, have drawn 3 factors.
4.3.3.4. Hypothesis test
1) Hypothesis test with independent variables of decision making factor
Results shown in table 4.41 point out:

- Variables of subordinate evaluation methods of hotel managers have no impact on the use of BSC for decision making with the Significance level of 5%. Remaining
variables including: CS, KT, HI, SD affect dependent variables using BSC for making decisions. Particularly, HI has the highest impact on the use of BSC for decisions
making.
The relationship between independent and dependent variables is presented in the form of regression equation as follows:
QD = 0.308 CS +0.291 KT + 0.309 HI + 0.123 SD


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Table 4.41: Regression analysis results on QD dependent variables
Unstandardized coefficient
B
Std. error
-0.124
0.182
0.336
0.045
0.272
0.044
0.016
0.036
0.318
0.046
0.134
0.047

Model
Constant
CS
KT
DG

HI
SD
R square

Standardized coefficient
Beta
0.308
0.291
0.019
0.309
0.123

T

Sig.

-0.680
7.557
6.106
0.451
6.892
2.865

0.497
0.000
0.000
0.652
0.000
0.004

Collinearity Statistics
Tolerance
0.905
0.664
0.864
0.751
0.812

VIF
1.105
1.506
1.158
1.331
1.232

0.534
Source: SPSS analysis results of the author

2) Hypothesis test with independent variables of coordination
- DG variables have no impact on deciding to use BSC for coordination with the significance level of 5%. Remaining variables including: KS, KT, HI, SD have
significance level of Sig. = 0,000, which is under 0.05 so these variables affect dependent variables using BSC for coordination. Particularly, the awareness of user-friendliness
has the highest impact.
The relationship between independent and dependent variables is presented in the form of regression equation as follows:
DP = 0.196 KS + 0.196 KT + 0.262 HI + 0.281 SD
Table 4.44: Regression analysis results on DP independent variables
Unstandardized coefficient
B
Std. error
Constant 0.140
0.193

CS
0.205
0.047
KT
0.176
0.047
DG
0.041
0.038
HI
0.260
0.049
SD
0.294
0.050
R square 0.437
Model

Standardized coefficient
T
Beta
0.725
0.196
4.364
0.196
3.738
0.051
1.103
0.262
5.332

0.281
5.930

Sig.
0.469
0.000
0.000
0.271
0.000
0.000

Collinearity Statistics
Tolerance
VIF
0.905
0.664
0.864
0.751
0.812

1.105
1.506
1.158
1.331
1.232

Source: SPSS analysis results of the author

(3) Regression analysis on dependent variables of the supervision on self- monitoring
Regression analysis

DG, SD variables have Sig. value of over 0.05 so these two variables have no impact on the use of BSC for the supervision on self- monitoring with the significance
level of 5%.
CS, KT, HI variables have positive effects on deciding to use BSC for the supervision on self- monitoring
The relationship between independent and dependent variables is presented in the form of regression equation as follows:
GS = 0.179 KS + 0.203 KT+ 0.391 HI

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Table 4.47: Regression analysis results on GS independent variables
Unstandardized coefficient Standardized coefficient
Collinearity Statistics
T
Sig.
B
Std. error
Beta
Tolerance
VIF
Constant 0.234
0.216
1.086 0.278
CS
0.206
0.053
0.179
3.911 0.000 0.905
1.105
KT
0.200
0.053
0.203

3.805 0.000 0.664
1.506
DG
0.048
0.042
0.054
1.145 0.253 0.864
1.158
HI
0.425
0.055
0.391
7.787 0.000 0.751
1.331
SD
0.090
0.055
0.079
1.626 0.105 0.812
1.232
R square 0.413
Source: SPSS analysis results of the author
As a result, regression analysis results indicate 4 management factors positively affecting the use of BSC in hotels and 1 factor with no statistical significance. These
four factors: the management control system being used in firms,the managers’ ability to receive new knowledge, managers’ perception of the usefulness of the BSC, managers’
perception of the ease of the BSC, in which managers’ perception of the usefulness of the BSC has the highest effect on the use of BSC. This is also a new contribution of the
dissertation.
Model

CHAPTER 5
DISCUSSION ON RESEARCH RESULLTS, RECOMMENDATION PROPOSAL AND CONCLUSIONS

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5.1. Discussion on research results
5.1.1. The system of performance evaluation indicators in Vietnamese hospitality firms according to balanced scorecard
Research results pointed out 30 indicators for the operational efficiency evaluation in Vietnamese hospitality firms. Financial perspective has 13 indicators, customer
perspective has 6 indicators including those on customer satisfaction and service quality, internal process perspective has 4 indicators, learning and growth perspective has
7 indicators. The author also supplemented indicators that have not been used or have been used but not stated in reports to evaluate the operational efficiency or have not
been concerned properly in mostly hotels; for examples: indicators in employee satisfaction rate, targets in building relationships with stakeholders, the quantity of products
and cretative services/initiatives for yearly process innovation.
5.1.2. Management factors affecting the use of balanced scorecard in Vietnamese hospitality firms
In order to examine and explain quantitative research results, the author conducts qualitative research because this method is most suitable to elicit more in-depth
information about research issues. The research results once again reaffirmed the quantitative research results on the impact of each factor on the use of BSC in Vietnamese
hospitality firms.
5.2. Recommendation proposal
5.2.1. In terms of the system of operational efficiency evaluation targets in Vietnamese hospitality firms
5.2.1.1. For hotels
Firstly: managers need to have proper awareness on roles of targets in internal process, learning and growth; then diffus to employees of departments.
Secondly: with 30 performance evaluation indicators proposed above by the author according to 4 perspectives of BSC, hotels may apply the entire indicators or add,
reduce indicators depending on characteristics and strategic objectives of each hotel.
Thirdly: improve indicator results to improve the operational efficiency.
5.2.1.2. For hotel owners
In order for BSC to be applied, owners need to ask the management team to apply BSC, require managers to make annual reports related to the system of 30 indicators
as proposed in the previous section.
5.2.1.3. For the State
The system of indicators proposed by the author is the supplementary reference for the system of non-financial indicators in order to evaluate business performance
closer to the reality, thereby contributing to the management and policy making of the industry.
5.2.1.4. For training facilities, hotel associations
- Training facilities may study to put the system of these indicators in teaching.
- BSC consulting facility may consult hotels and encourage them to use these indicators in operational efficiency evaluation.

- Hotel association may use the system of evaluation indicators to have business situation of hotels in hand, since then providing measures to remedy weaknesses and
promote strengths on the basis of sharing knowledge and experience from successful hotels.
5.2.2. In terms of management factors affecting the use of balanced scorecard in Vietnamese hospitality firms
This research has pointed out that: manger’s awareness on usefulness and user-friendliness of BSC, ability of manager to absorb new knowledge and control system
in use have effects on the use of BSC in Vietnamese hospitality firms.
Managers’ perception of the usefulness of the BSC, Managers’ perception of the ease of the BSC

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- First of all, mangers must aware the importance role of current operational efficiency evaluation methods such as; BSC consultants need to emphasize the usefulness,
user-friendliness of BSC in order to promote managers to use.
- Regarding hotels, consulting companies may be hired for better understanding of BSC and more assistance during the implementation as well as use of BSC.
The managers’ ability to receive new knowledge has decisive meaning to the use of BSC.
- Managers must have an inquiring mind to constantly improve their knowledge; consciousness in testing new management methods, by which they can advance to
change and apply modern methods such as BSC.
- Hotels should hire creative, qualified managers who always support innovations when recruiting.
- Hotel associations should regularly organize seminars, talk shows; hire domestic and foreign leading specialists in the industry to share management-related
knowledge in order to improve capacity for leaders.
The management control system being used in firms
- Research results show that the control system is combined with BSC for the improvement of management efficiency and operational efficiency evaluation. As a
result, it is necessary to simultaneously use BSC with controlling tools in use.
5.3. Research limitations
The dissertation has only focused on management to determine factors affecting the use of BSC in Vietnamese hospitality firms; the research model has only
explained 54.3%.
Limitations in processing date: there is 1 factor only having 2 measuring scales; therefore, it is insufficient to test the reliability of these measuring scales.
5.4. Conclusion
The dissertation titled “Management factors affecting to the application of Balanced Scorecard in Vietnamese hospitality firms” is conducted with two major contents,
including (1) establishment of financial and non-financial targets according to balanced scorecard necessary for the operational efficiency measurements of hotels; (2)
determination and measurement on effect level of manager factors affecting the application of balanced scorecard in Vietnamese hospitality firms.
On the basis of research overview, the author has summarized major financial and non-financial targets used by domestic and foreign scholars for the operational
efficiency evaluation. By qualitative research method combined with quantitative research method, the dissertation has built 30 operational efficiency evaluation indicators

in Vietnamese hospitality firms under 4 perspectives of BSC: (1) Financial perspective has 13 indicators; (2) Customer perspective has 6 indicators; (3) Internal process
perspective has 4 indicators, (4) Learning and growth perspective has 7 indicators. Also on the basis of research overview, the Diffusion of Innovation,Technology
Acceptance Model, Contingency Theory and Stakeholder Theory, the dissertation has built the research model determining factors affecting the BSC application in
Vietnamese hospitality firms. The dissertation has determined 4 factors, which affect managers when applying balanced scorecard in hospitality firms, including: (1) the
management control system being used in firms; (2) the managers’ ability to receive new knowledge; (3) managers’ perception of the usefulness of the BSC; (4) managers’
perception of the ease of the BSC. Among these 4 factors, managers’ perception of the usefulness of the BSC has the highest impact on the use of BSC for decision making,
coordination and self- monitoring
The dissertation has proposed recommendations in order to promote the application of the system of operational efficiency evaluation targets in Vietnamese hotel
according to BSC and improve indicators results for the operational efficiency enhancement from the hotel perspective. The dissertation has also proposed recommendations
on removing management barriers to promote the BSC application in Vietnamese hospitality firms.
The dissertation has also determined some limitations in terms of research scope, survey objects, research model, etc. The author of the dissertation considers them as opened
directions for further researches in the future.