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

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

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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.

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Research Institute, Centre or Group - Does NOT include content added after October 2018:

Sheffield Business School Research Institute > People, Work and Organisation

Page Range:

10-12

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Item Type:

Article

Depositing User:

Ann Betterton

Date Deposited: