A review of an article to evaluate one of its arguments: for Business Management students [information from chatpdf.com]
The article reviewed is: "Which Strategic Control Suits Wine Family Companies
My question 1: "What are the research objectives of the article?"
The reply: "The research objectives of the article include:
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To construct a Balanced Scorecard (BSC) as a strategic management control tool specifically for Italian wine SMEs by carrying out a detailed case study of a selected company (Michele Satta) in the Bolgheri region of Tuscany.
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To analyze the theoretical framework related to cost control transitioning to managerial control, and the development of the BSC tool itself.
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To identify key success factors (KSFs) and critical risk factors (CFRs) essential for developing a strategic map for Michele Satta, utilizing both quantitative and qualitative data collected through surveys and interviews.
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To explore the potential of integrating a fifth perspective called the Sustainability and Reputation perspective into the BSC, which reflects the growing importance of intangible assets like reputation, especially in the wake of the pandemic.
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To provide insights for practitioners on implementing strategic performance management systems that can respond effectively to changing economic environments and enhance organizational performance in the wine sector.
These objectives aim to contribute to a better understanding of how strategic performance measurement can be effectively applied in wine family companies, particularly in the context of the challenges posed by recent global events, such as the COVID-19 pandemic."
My question 2: "What are the research methods employed in the study as reported in the article?"
The reply: "The research methods employed in the study include:
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Quantitative Data Collection: A field survey was conducted using questionnaires distributed to wine companies in the Bolgheri area. The survey aimed to gather quantitative data regarding the performance management systems (PMS) currently utilized by these companies.
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Qualitative Data Collection: Following the surveys, a qualitative data collection phase took place involving in-depth interviews with employees of the Michele Satta company. This qualitative approach was essential for obtaining detailed insights into the implementation of the Balanced Scorecard (BSC) framework.
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Single Case Study Approach: The research adopted a single case study methodology focused on Michele Satta. This involved direct involvement in the BSC setting, allowing for an in-depth analysis of how the BSC can be operationalized to enhance performance in a wine company.
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Mixed Methods: The study utilized a mixed-methods approach, combining both quantitative and qualitative data to create a comprehensive understanding of the PMS tools and the specific needs of the wine companies in the region.
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Theoretical Framework Analysis: The researchers also analyzed the theoretical background related to cost control and the development of the BSC tool, providing context for the empirical investigation.
These methods collectively aimed to achieve a thorough exploration of the strategic performance measurement challenges and opportunities faced by wine family companies, particularly in response to the changing economic landscape."
My question 3: "Could you give me one concrete example of an argument in the article, indicating its "backings", "warrants", "qualifiers", "grounds", "rebuttals" and "claims" in terms of the Toulmin argument model?"
The reply: "Certainly! Here’s an example of an argument from the article, structured according to the Toulmin argument model:
Claim
The adoption of a Balanced Scorecard (BSC) framework in Italian wine SMEs will improve strategic performance.
Grounds
The research showed that many wine companies in the Bolgheri region lack effective performance management tools, indicating a need for a structured approach like the BSC.
Warrant
Implementing a BSC helps in measuring various dimensions of performance, allowing companies to monitor their strategic objectives holistically.
Backing
The article references empirical literature that supports the effectiveness of the BSC as a managerial control tool (Kaplan and Norton 1992; Hoque 2014).
Qualifier
While many organizations could benefit from adopting the BSC framework, its effectiveness may vary depending on the specific context and implementation strategies used.
Rebuttal
Some may argue that implementing the BSC could require resources and expertise that smaller wine SMEs might not possess. However, the study outlines that a streamlined approach to the Sustainable Balanced Scorecard (SBSC) is feasible for SMEs.
This structure presents a clear argument showing how the introduction of the BSC can address existing management challenges in the wine sector and the theoretical support behind this assertion. It acknowledges potential criticisms while maintaining the stance that the framework can lead to improved strategic performance."
My question 4: "Does the example of the argument address any of the research objectives of the article?"
The reply: "Yes, the example of the argument does address one of the research objectives of the article. Specifically, it aligns with the following research questions (RQs) outlined in the study:
Research Objective
RQ2: What are the information needs of the wine-growing enterprises in the selected territory, and what could be the way to enable them to monitor their activities while at the same time being able to implement their planned strategies?
Connection to the Argument
The argument that adopting a Balanced Scorecard (BSC) framework will improve strategic performance directly addresses the information needs of wine-growing enterprises. By employing the BSC, these companies can better monitor their activities across various performance dimensions, thereby effectively implementing their planned strategies.
The BSC facilitates a structured way of capturing critical performance data and aligning it with strategic objectives, which is essential for decision-making in a complex and competitive environment like the wine industry in Tuscany. This supports the overall aim of the research to enhance managerial strategies within family-run wine businesses, particularly in improving their performance management systems.
Thus, the argument exemplifies how employing strategic control tools, such as the BSC, can specifically help meet the information and management needs identified in the research objectives."
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