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Strategic Performance Measurement and Management in Nonprofit Organizations
Open accessAbstract
The managers and constituents of nonprofits are increasingly concerned about measuring and managing organizational performance. Financial measures alone, or even supplemented with a collection of ad hoc nonfinancial measures, are not sufficient to motivate and evaluate mission accomplishments. This article describes the adaptation of a new performance measurement and management approach, the Balanced Scorecard, to the nonprofit sector. Several examples of actual implementation are provided.
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Cited by
A typology of social entrepreneurs: Motives, search processes and ethical challenges
Zahra, S. A., Gedajlovic, E., Neubaum, D. O., & Shulman, J. M. (2009) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2008.04.007 · Cited by 2,780
Measuring Performance in Social Enterprises
Bagnoli, L., & Megali, C. (2011) · Nonprofit and Voluntary Sector Quarterly · doi:10.1177/0899764009351111 · Cited by 401
An Investigation of Innovation in Nonprofit Organizations: The Role of Organizational Mission
McDonald, R. E. (2007) · Nonprofit and Voluntary Sector Quarterly · doi:10.1177/0899764006295996 · Cited by 353
Grigoroudis, E., Orfanoudaki, E., & Zopounidis, C. (2012) · Omega · doi:10.1016/j.omega.2011.04.001 · Cited by 316
Nonprofit capacity and social performance: Mapping the field and future directions
Nordin, N., Khatibi, A., & Azam, S. M. F. (2024) · Management Review Quarterly · doi:10.1007/s11301-022-00297-2 · Cited by 52
Metadata
- Authors
- Kaplan, R. S.
- Venue
- Nonprofit Management and Leadership
- Publisher
- Wiley
- Published
- 2001-03
- Volume
- 11
- Issue
- 3
- Pages
- 353-370
- ISSN
- 1048-6682 (ISSN-L)
- 1542-7854
- OpenAlex
- W2044335904
- Cited by
- 947
- References
- 0
- FWCI
- 15.58
- Type
- journal article
- Language
- en
- Open access
- bronze
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