Measures vs actions: the balanced scorecard in Swedish Law Enforcement

doi:10.1108/01443570310506722

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International Journal of Operations & Production Management

ISSN: 0144-3577

Online from: 1980

Subject Area: Operations and Logistics Management

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Measures vs actions: the balanced scorecard in Swedish Law Enforcement

Document Information:
Title:	Measures vs actions: the balanced scorecard in Swedish Law Enforcement
Author(s):	Salvador Carmona, (Instituto de Empresa, Madrid, Spain), Anders Grönlund, (Stockholm University, Stockholm, Sweden)
Citation:	Salvador Carmona, Anders Grönlund, (2003) "Measures vs actions: the balanced scorecard in Swedish Law Enforcement", International Journal of Operations & Production Management, Vol. 23 Iss: 12, pp.1475 - 1496
Keywords:	Balanced scorecard, Performance measures, Police, Public sector organizations, Stakeholders, Sweden
Article type:	Case study
DOI:	10.1108/01443570310506722 (Permanent URL)
Publisher:	MCB UP Ltd
Abstract:	Studies of organizational performance have overwhelmingly relied on evidence gathered from private sector firms. Nevertheless, the past several years have witnessed increasing interest in enhancing effectiveness and efficiency in the public sector, in turn generating considerable investment in the deployment of performance metrics in such settings. Though extant evidence provides many perceptive insights into the specifics of performance frameworks in public sector organizations, little is known about the measurement of organizational performance in police work. Our investigation drew upon the deployment of the balanced scorecard in Swedish Law Enforcement, an organization that long ago implemented the new paradigm of policing, which consisted of enhancing the quality of urban life on the mere making of arrests. Results from this investigation concur with other studies indicating that public sector organizations tend to assume a stakeholder perspective on performance measurement. In particular, Swedish Law Enforcement developed a set of measures of external success and internal performance that addressed present, past, and future time dimensions. Implementation of the balanced scorecard in police work, though, raised some problems. Our study details concern about the aggregation of non-financial performance measures. More importantly, some crucial areas in the new concept of policing (such as community policing) were neglected by the system. Conversely, the system focused on monitoring some easy-to-measure indicators that provided a traditional view of police work while some crucial areas of policing were not measured. This focus ultimately lessened the operational potential of the balanced scorecard system. Our study also puts forward some suggestions for future research in this area.