The design of an alternative Balanced Scorecard framework for public and voluntary organisations

MOULLIN, M. (2006). The design of an alternative Balanced Scorecard framework for public and voluntary organisations. Perspectives on performance, 5 (1), 10-12.

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Abstract

While public sector organisations have much in common with those in the private sector, there are differences in goals, culture, and values that need to be addressed in order to use the balanced scorecard successfully. The following are some recommendations for using the balanced scorecard in organisations in the public and voluntary sectors.

Item Type:	Article
Research Institute, Centre or Group:	Centre for Individual and Organisational Development
Depositing User:	Ann Betterton
Date Deposited:	04 Jun 2008
Last Modified:	11 Feb 2011 15:21
URI:	http://shura.shu.ac.uk/id/eprint/773

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