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Adoption Of The Balanced Scorecard By Municipal Governments: Evidence From Canada

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  • Kurt Schobel
  • Peter Drogosiewicz

Abstract

This paper examines the evolving adoption of the Balanced Scorecard (BSC) in municipal governments. We conduct a study of the use of BSCs in municipal governments across Canada. Senior administrators are surveyed regarding the use of performance measures and the results are compared to a similar study conducted in 2004. The results show that municipal governments continue to focus primarily on financial metrics. Adopters recognize the value of a BSC and most no longer see the BSC as a fad or as a set of ad-hoc measures. They recognize the BSC is a valuable tool that links the municipality¡¯s mission and strategy to objective measures. This paper extends the literature on the BSC by identifying a growing desire to improve performance measurement within Canadian municipalities. In addition, understanding the needs, concerns, and reasons for not implementing a BSC will provide practitioners with the necessary information to develop BSC tools that work for a municipal government

Suggested Citation

  • Kurt Schobel & Peter Drogosiewicz, 2018. "Adoption Of The Balanced Scorecard By Municipal Governments: Evidence From Canada," Global Journal of Business Research, The Institute for Business and Finance Research, vol. 12(2), pages 1-14.
    • Handle: RePEc:ibf:gjbres:v:12:y:2018:i:2:p:1-14
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    References listed on IDEAS

    as
    1. Max Moullin, 2017. "Improving and evaluating performance with the Public Sector Scorecard," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 66(4), pages 442-458, April.
    2. Panagiotis Dimitropoulos & Ioannis Kosmas & Ioannis Douvis, 2017. "Implementing the balanced scorecard in a local government sport organization," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 66(3), pages 362-379, March.
    3. Carol Propper & Deborah Wilson, 2003. "The Use and Usefulness of Performance Measures in the Public Sector," Oxford Review of Economic Policy, Oxford University Press and Oxford Review of Economic Policy Limited, vol. 19(2), pages 250-267, Summer.
    4. Swee Chua Goh & Catherine Elliott & Greg Richards, 2015. "Performance management in Canadian public organizations: findings of a multi-case study," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 64(2), pages 157-174, February.
    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    Balanced Scorecard; Public Sector; Performance Measurement;
    All these keywords.

    JEL classification:

    • M49 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Accounting - - - Other
    • H70 - Public Economics - - State and Local Government; Intergovernmental Relations - - - General

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