Previously published as: Work Study
Online from: 2004
Subject Area: Performance Management and Measurement
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|Title:||Implementing a balanced scorecard framework in a not for profit SME|
|Author(s):||G. Manville, (Bournemouth University, Poole, UK)|
|Citation:||G. Manville, (2007) "Implementing a balanced scorecard framework in a not for profit SME", International Journal of Productivity and Performance Management, Vol. 56 Iss: 2, pp.162 - 169|
|Keywords:||Balanced scorecard, Non-profit organizations, Performance management, Small to medium-sized enterprises|
|Article type:||Research paper|
|DOI:||10.1108/17410400710722653 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to explore the implementation of a performance management system using the balanced scorecard (BSC) within a not for profit small and medium sized enterprise (SME).
Design/methodology/approach – This is a casebased methodological approach exploring the perceptions of two management stakeholder groups. This ensured that the issues were appraised in both an operational and a strategic context.
Findings – The findings of this research are that balanced scorecards can be implemented within a SME context. However, the motivations for the adoption of the scorecard were both internal and external due to the heavily regulated nature of the organization.
Research limitations/implications – The limitations of this research are that only one SME was compared with the body of knowledge relating to larger organizations and this could be viewed as a potential mismatch.
Originality/value – Currently there is a lack of published research on BSC implementations within this sector.
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