Implementing a balanced scorecard framework in a not for profit SME

G. Manville

International Journal of Productivity and Performance Management, 2007, vol. 56, issue 2, 162-169

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.

Keywords: Balanced scorecard; Small to medium‐sized enterprises; Non‐profit organizations; Performance management (search for similar items in EconPapers)
Date: 2007
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijppmp:v:56:y:2007:i:2:p:162-169

DOI: 10.1108/17410400710722653

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