## 3 Materials and Methods
### Results and Discussion of The Obtained Results
\begin{table}
\begin{tabular}{l c c c c} \hline \hline
**Research Hypotheses** & **Z Value** & **Sig.** & **Status** \\ \hline \multicolumn{5}{c}{H1b} \\ \hline Asset management (profitability) & \(-0.621\) & \(0.535\) & Rejected & \\ \hline New products and services (growth) & \(-1.779\) & \(0.075\) & Rejected & Rejected \\ \hline Value creation & \(-3.117\) & \(0.002\) & Not rejected & \\ \hline \multicolumn{5}{c}{H2b} \\ \hline Customer Profitability & \(-1.246\) & \(0.213\) & Rejected & \\ \hline Customer Satisfaction & \(-0.75\) & \(0.940\) & Rejected & \\ \hline Customer Retention & \(-0.744\) & \(0.457\) & Rejected & \\ \hline Customer Loyalty & \(-0.852\) & \(0.394\) & Rejected & \\ \hline \multicolumn{5}{c}{H3b} \\ \hline Process Management & \(-1.298\) & \(0.194\) & Rejected & \\ \hline Rationalisation & \(0.697\) & \(0.486\) & Rejected & \\ \hline Quality & \(-0.142\) & \(0.887\) & Rejected & \\ \hline Efficiency and Effectiveness & \(0.455\) & \(0.649\) & Rejected & \\ \hline \multicolumn{5}{c}{H4b} \\ \hline Innovation Capacity & \(-0.391\) & \(0.696\) & Rejected & \\ \hline Satisfaction & \(-1.251\) & \(0.211\) & Rejected & Rejected \\ \hline Qualification & \(-0.480\) & \(0.631\) & Rejected & \\ \hline Technology & \(-0.792\) & \(0.428\) & Rejected & \\ \hline \hline \end{tabular} Source: Authors’ elaboration.  
\end{table} 
Table 9: Mann-Whitney Test. BSC have a more directed focus on this factor; (b) new products and services (growth); and (c) value creation, which has a greater weight for organizations with BSC, and where the analysis of the results obtained for the hypothesis associated with this critical factor revealed that there are statistically significant differences for the level of importance of the respondents of the organizations without BSC and with BSC. The construct that value creation differs in organizations without BSC and with BSC was not rejected, although the H1a concerning the financial perspective was rejected, because the other two constructs did not present a statistically relevant p value. Considering the distinctions with regard to organizations with and without BSC, it can be seen, also in this case, that organizations with BSC value more the creation of value, while organizations without BSC highlight more the customer portfolio and customer satisfaction. Naturally, the customer portfolio is also considered important for organizations with BSC, however, they are distinguished by the importance attributed to value creation. In turn, the customer perspective has as its main mission the identification of customer satisfaction, i.e., with regard to delivery time, quality, and service, as well as price. Organisations recognise that price is a fundamental characteristic, because with satisfied customers, it is expected that they will remain loyal and, consequently, make possible the necessary confidence of shareholders in continuing to invest in the organisation itself. In conclusion, it is intended that this trust is rewarded through profits for the shareholders [35]. Thus, for the customer's perspective, respondents assessed four critical factors: (a) customer portfolio that contributes to the value of the company (Profitability); (b) high levels of customer satisfaction (Satisfaction); (c) new customers or the growth of current customers (Retention); and (d) maintaining current customers (Loyalty). In general, the respondents attributed greater predominance to critical factor (b), which concerns customer satisfaction. Thus, the results obtained show the relevance of the critical factor (b), a high level of customer satisfaction, which is understandable, since organizations aim to grow, and growth is only possible through customer satisfaction. Dissatisfied customers do not buy again products that in the past did not meet their expectations, so organisations see it as fundamental to focus on satisfaction, whether in organisations without BSC or with BSC.