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Implementing a balanced scorecard framework in a not for profit SME

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  • G. Manville

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.

Suggested Citation

  • G. Manville, 2007. "Implementing a balanced scorecard framework in a not for profit SME," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 56(2), pages 162-169, January.
    • Handle: RePEc:eme:ijppmp:v:56:y:2007:i:2:p:162-169
    DOI: 10.1108/17410400710722653
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    Cited by:

    1. Manville, Graham & Greatbanks, Richard, 2020. "Performance management in hybrid organisations: A study in social housing," European Management Journal, Elsevier, vol. 38(3), pages 533-545.

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