MOULLIN, M. (2006). The design of an alternative Balanced Scorecard framework for public and voluntary organisations. Perspectives on performance, 5 (1), 10-12.Full text not available from this repository.
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.
|Research Institute, Centre or Group:||Sheffield Business School Research Institute > People, Work and Organisation|
|Depositing User:||Ann Betterton|
|Date Deposited:||04 Jun 2008|
|Last Modified:||25 Apr 2014 14:48|
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