Implementing a balanced scorecard framework in a not for profit SME

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.

Citation

Manville, G. (2007), "Implementing a balanced scorecard framework in a not for profit SME", International Journal of Productivity and Performance Management, Vol. 56 No. 2, pp. 162-169. https://doi.org/10.1108/17410400710722653