These findings have a number of implications. Firstly, it appears the BSC may need further ‘‘selling’’ to the hotel
industry if claims with respect to its capacity to represent a source of competitive advantage are to gain broader
acceptance. Such acceptance could be stimulated by case study research concerned with exploring the relative merits
deriving to hotels that have applied the BSC. It is noteworthy that the ‘‘learning and growth’’ dimension of
the BSC is widely regarded as being the softest of the BSC’s four pillars in terms of focus and the capacity to identify a
core set of objectively verifiable measures. This factor may partially account for the lack of BSC awareness amongst
hotel HR managers. Despite this extenuating factor, findings in this study suggest that the pertinence of the
BSC framework to hotel HR managers is undermined by use of the term ‘‘learning and growth’’ when referring to
HR oriented BSC measures. This signifies that agents of organisational change who seek to introduce the BSC to
hotels might usefully consider an alternative label when referring to HR oriented measures.