Implementing a balanced scorecard framework in a not for profit SME

G. Manville

doi:10.1108/17410400710722653

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International Journal of Productivity and Performance Management

ISSN: 1741-0401
Previously published as: Work Study

Online from: 2004

Subject Area: Performance Management and Measurement

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Implementing a balanced scorecard framework in a not for profit SME

Document Information:
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
Abstract:	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.