Firms seek often to achieve higher level of performance, however, means and resources that\r\nare available do not allow them to have superior performance on all levels (financial, economic,\r\ncommercial, and so on). In addition, managers do not perceive performance aspects in the same\r\nway. Therefore, instead of indiscriminately dispersing efforts and resources, firms have tomake\r\nwise resource allocation choices with respect to performance dimensions being profitable for\r\nthem. These choices are difficult to establish especially in case of diversified firms whose\r\nactivity and geographic scope is wide. It�s the subject of the present research in which we try\r\nhelping managers to solve this problem by addressing the performance issue of firms with\r\ndifferent activity and geographic scope. It focuses on perceived importance of three\r\nperformance dimensions (customer, human and internal processes) in relation with product,\r\ngeographic and interaction firm scope. Three research hypotheses relating performance and\r\nfirm scope dimensions using a sample of forty-eight managers were tested. Non-parametric\r\ntests show that the relative importance of performance dimensions was different between\r\nproduct and geographic diversified firms. Hence, depending on their firm scope, diversified\r\nfirms should invest on customer dimension of performance; international firms have to develop\r\ntheir human competence, while firms belonging to multinational groups must concentrate\r\nefforts on improving efficiency and production processes. Results were discussed and future\r\nresearches are proposed.
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