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Implementing a balanced scorecard framework in a not for profit SME

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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; Non-profit organizations; Performance management; Small to medium-sized enterprises

Document Type: Research Article

DOI: https://doi.org/10.1108/17410400710722653

Publication date: 2007-01-23

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