“…Most strategic management literature measuring firm performance, as a dependent variable, suffered from multiple problems concerning the employment of various indicators of firm performance that lacked either consensus or dimensionality. Financial or accounting-based ratios as measures for the firm performance were extensively utilized with concentrated employment of profitability measures, such as: profit margin (Jiang and Peng, 2010;Bauwhede, 2009;Premuroso and Bhattacharya, 2007), return on sales (Bøhren and Strøm, 2010;Filatotchev, Isachenkova and Mickiewicz, 2007), earnings per share (Yue, Lan and Jiang, Luan, 2008;Filatotchev, Lien and Piesse, 2005), return on equity (Ibrahim and AbdulSamad, 2011;Chaghadari, 2011;Chamberlain, 2010;Yue, Lan and Jiang, 2008;Luan and Tang, 2007), and return on assets (Chiang and Lin, 2011;Kim and Yoon, 2007;Xu, Zhu and Lin, 2005). Furthermore, more advanced SMAPs, such as BSC, were developed to help management in evaluating the firm performance from multi-focal aspects; financial and non-financial, indicators of firm performance measured more than the financial aspect of business firms.…”