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The objective of this paper is to address the question of whether the Balanced Scorecard (BSC) can be utilized in non‐profit organizations, in particular hospital sector organizations. A secondary objective addresses the issue of whether the BSC can be utilized employing the methodology encountered in the literature.

A case is presented of a private Spanish hospital, specializing in psychiatric patients, which is owned by a religious congregation and which utilizes a very primitive and informal information system. The case describes the design of the strategic map and the BSC for this hospital.

The paper concludes that the BSC is applicable to any type of organization, albeit with modifications; a BSC for non‐profit organizations must be modified to include a mission perspective, thus supporting Kaplan's model for non‐profit organizations. Hospitals should also include an additional perspective which provides specific information on social demographic factors regarding the hospital's operating environment.

The contribution of this paper is threefold. First, the case supports Kaplan's inclusion of a mission perspective for non‐profit organizations. Second, it further modifies the non‐profit BSC by including an additional perspective which provides specific information on social demographic factors regarding the hospital's operating environment. The authors are unaware of any instance where this additional perspective has been included in the model. Finally, the case provides a fully developed BSC and strategy map for a hospital which can be used as a template for other health‐care organizations.

Higher education in the UK has been subject to extensive changes. Government policy has stressed the need for an increase in student numbers. Discusses the changes needed in degree course management to create a system which is sufficiently flexible and efficient to cope with more students without loss of quality. Applies the theory of total quality management to higher education, indicating the need to treat degree courses as continuous production systems, rather than batch runs with standardized components and early detection of faults (unlearned work) to reduce quality costs (student failures and exam resits). Proposes that the US higher education system should be used as a model for the UK.

The main theme of this special volume is the colonial state and its governmental practices. This chapter introduces and contextualizes the contributions by providing a brief induction to recent developments within the study of the colonial state. It then presents the contributions under three perspectives which represent separate yet interrelated themes relevant for the understanding of the colonial state: practices, violence, and agency. Hereby, we also accentuate the value of a non-state-centric approach to the analysis of the colonial state.

Research on the link between tourism and politics still remains relatively underdeveloped and more so when one considers the link between this phenomenon and the study of elections or psephology. This is despite the importance of elections to the democratic process and to considerations of the distribution of scarce resources particularly in countries heavily dependent on tourism. This chapter seeks to address this lacuna in scholarship through a theoretical explication of the nature of political issues and voter response. Applied to the development of a possible research agenda, this would aid in exploring the salience of tourism within electoral agendas from a relational perspective.

This chapter examines the role of leader workaholism in relation to their own and their followers’ well-being. We begin with an overview of workaholism, along with a description of how workaholism may relate to typical leader behaviors. We propose a conceptual model linking the various components of workaholism to leaders’ well-being and followers’ well-being. In our model, we propose that leaders’ workaholism can negatively influence their own well-being, and also their followers’ well-being through interindividual crossover of affective, cognitive, and behavioral components of workaholism. Furthermore, the negative well-being outcomes experienced by the workaholic leader can also crossover to the followers through interindividual strain–strain crossover. Several moderating factors of these relationships are discussed, as well as avenues for future research.