PurposeThe purpose of this paper is to develop and test empirically a new holistic performance measurement model that integrates the best of current performance measurement frameworks and methodologies and builds upon the resource-based view to strategic management.Design/methodology/approachA survey collected responses from 379 top-, middle- and supervisory-level managers from 3 telecommunications service providers in Egypt. The hypothesized direct relationships were tested through multiple linear regression (using SPSS software), and the mediating effect was tested using the structural equation modeling technique (using AMOS software).FindingsThe results reveal that the proposed model is a reliable and valid instrument for measuring and managing holistic organizational performance. The results also reveal that Egyptian telecommunications companies have primarily emphasized the use of structural and relational capital to enhance their service quality (SQ) and performance outcomes (POs). Moreover, SQ was found to significantly and partially mediate the effect of organizational capitals (OCs) on POs.Research limitations/implicationsThe proposed model is a novel model that needs further investigation using various research designs and multiple research methods to assure its reliability and validity as a holistic performance measurement system.Practical implicationsThe Egyptian telecommunications companies should efficiently manage and leverage all four components of OCs, especially the components of intellectual capital to improve their SQ and consequently enhance their POs.Originality/valueTo the best of the authors' knowledge, this is the first research to study the relationships among OCs, SQ and POs, merge them in an integrated performance measurement model and test this model empirically in the Egyptian telecommunications setting.Organizational capitals include both financial/physical capital and intellectual capital (IC). Financial/physical capital includes retained earnings, which are internally and/or externally generated as well as tangible assets such as a company's land, comprising the geographical location, infrastructure assets and access to valuable supply sources. IC is identified as "a company's most valuable asset." Business managers are continually attempting to find ways to put real dollars on the bottom line, as they discover how to measure and manage the IC. It has often been described as the difference between what a firm's market value is and the cost of replacing its assets. Therefore, this (often positive) difference can be described as "those things that we normally cannot put a price tag on" such as expertise, knowledge, and a firm's organizational learning ability. There are three elements encompassing IC: I) human capital can be described as the firm's collective capability to extract the best solutions from the knowledge of its individuals, that which is in the minds of individuals; 2) structural capital can be thought of as the firm's organizational capabilities to meet market requirements, what is left after employees go home for the night; 3) relational (customer) capital refers to firm's relationships, e.g. with the customers, suppliers, partners, communities and public environment.Perceived service quality can be defined as a global judgment or attitude relating to the superiority of a service relative to competing offerings. Perceptions pertain to consumers' beliefs concerning the utility emanating from services that they experienced. Performance outcomes (learning and growth, internal processes, financial and customer/market). Just to remind you: (1) learning and growth (concerned with actions to improve and create value); (2) internal processes (concerned with what the firm must excel at); (3) financial (considers how the firm looks to shareholders); and (4) customer/market (considers how the firm looks to customers).Originality/valueTo the best of the authors' knowledge, this is the first research to study the relationships among OCs, SQ and POs, merge them in an integrated performance measurement model and test this model empirically in the Egyptian telecommunications setting.Organizational capitals include both financial/physical capital and intellectual capital (IC). Financial/physical capital includes retained earnings, which are internally and/or externally generated as well as tangible assets such as a company's land, comprising the geographical location, infrastructure assets and access to valuable supply sources. IC is identified as "a company's most valuable asset." Business managers are continually attempting to find ways to put real dollars on the bottom line, as they discover how to measure and manage the IC. It has often been described as the difference between what a firm's market value is and the cost of replacing its assets. Therefore, this (often positive) difference can be described as "those things that we normally cannot put a price tag on" such as expertise, knowledge, and a firm's organizational learning ability. There are three elements encompassing IC: I) human capital can be described as the firm's collective capability to extract the best solutions from the knowledge of its individuals, that which is in the minds of individuals; 2) structural capital can be thought of as the firm's organizational capabilities to meet market requirements, what is left after employees go home for the night; 3) relational (customer) capital refers to firm's relationships, e.g. with the customers, suppliers, partners, communities and public environment.Perceived service quality can be defined as a global judgment or attitude relating to the superiority of a service relative to competing offerings. Perceptions pertain to consumers' beliefs concerning the utility emanating from services that they experienced.Performance outcomes (learning and growth, internal processes, financial and customer/market). Just to remind you: (1) learning and growth (concerned with actions to improve and create value); (2) internal processes (concerned with what the firm must excel at); (3) financial (considers how the firm looks to shareholders); and (4) customer/market (considers how the firm looks to customers).Originality/valueTo the best of the authors' knowledge, this is the first research to study the relationships among OCs, SQ and POs, merge them in an integrated performance measurement model and test this model empirically in the Egyptian telecommunications setting.Organizational capitals include both financial/physical capital and intellectual capital (IC). Financial/physical capital includes retained earnings, which are internally and/or externally generated as well as tangible assets such as a company's land, comprising the geographical location, infrastructure assets and access to valuable supply sources. IC is identified as "a company's most valuable asset." Business managers are continually attempting to find ways to put real dollars on the bottom line, as they discover how to measure and manage the IC. It has often been described as the difference between what a firm's market value is and the cost of replacing its assets. Therefore, this (often positive) difference can be described as "those things that we normally cannot put a price tag on" such as expertise, knowledge, and a firm's organizational learning ability. There are three elements encompassing IC: I) human capital can be described as the firm's collective capability to extract the best solutions from the knowledge of its individuals, that which is in the minds of individuals; 2) structural capital can be thought of as the firm's organizational capabilities to meet market requirements, what is left after employees go home for the night; 3) relational (customer) capital refers to firm's relationships, e.g. with the customers, suppliers, partners, communities and public environment.Perceived service quality can be defined as a global judgment or attitude relating to the superiority of a service relative to competing offerings. Perceptions pertain to consumers' beliefs concerning the utility emanating from services that they experienced.Performance outcomes (learning and growth, internal processes, financial and customer/market). Just to remind you: (1) learning and growth (concerned with actions to improve and create value); (2) internal processes (concerned with what the firm must excel at); (3) financial (considers how the firm looks to shareholders); and (4) customer/market (considers how the firm looks to customers).Originality/valueTo the best of the authors' knowledge, this is the first research to study the relationships among OCs, SQ and POs, merge them in an integrated performance measurement model and test this model empirically in the Egyptian telecommunications setting.Organizational capitals include both financial/physical capital and intellectual capital (IC). Financial/physical capital includes retained earnings, which are internally and/or externally generated as well as tangible assets such as a company's land, comprising the geographical location, infrastructure assets and access to valuable supply sources. IC is identified as "a company's most valuable asset." Business managers are continually attempting to find ways to put real dollars on the bottom line, as they discover how to measure and manage the IC. It has often been described as the difference between what a firm's market value is and the cost of replacing its assets. Therefore, this (often positive) difference can be described as "those things that we normally cannot put a price tag on" such as expertise, knowledge, and a firm's organizational learning ability. There are three elements encompassing IC: I) human capital can be described as the firm's collective capability to extract the best solutions from the knowledge of its individuals, that which is in the minds of individuals; 2) structural capital can be thought of as the firm's organizational capabilities to meet market requirements, what is left after employees go home for the night; 3) relational (customer) capital refers to firm's relationships, e.g. with the customers, suppliers, partners, communities and public environment.Perceived service quality can be defined as a global judgment or attitude relating to the superiority of a service relative to competing offerings. Perceptions pertain to consumers' beliefs concerning the utility emanating from services that they experienced.Performance outcomes (learning and growth, internal processes, financial and customer/market). Just to remind you: (1) learning and growth (concerned with actions to improve and create value); (2) internal processes (concerned with what the firm must excel at); (3) financial (considers how the firm looks to shareholders); and (4) customer/market (considers how the firm looks to customers).
