Implementing A Balanced Scorecard In A Not-For-Profit Organization

Martello, Michael; Watson, John G.; Fischer, Michael J.

doi:10.19030/jber.v14i3.9746

Cited by 22 publications

(21 citation statements)

References 1 publication

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Environmental sustainability implementation is generally believed to be essential for funding and resource allocation among programs, which is viewed as a critical success factor for the continuance of delivery of services, especially from the nonprofit perspective [3,11,40]. The adoption of environmental sustainability policies and practices involves venturing into new routines, whose unpredictability requires broad-scope information and more sophisticated management control systems to succeed [23,39].…”

Section: Hypotheses Developmentmentioning

confidence: 99%

“…The availability of a broader set of information encourages managerial debates and interactions on strategic issues and facilitates organizations to achieve long-term goals [36,41]. Accounting mechanisms and structure changes slowly in organizations, and MCS design is likely to change slowly in organizations [13,40]. Thus a broad MCS design is likely to better encourage organizations to adopt environmental sustainability policies to achieve long-term performance over short-term performance.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

See 1 more Smart Citation

The Role of Management Control Systems and Top Teams in Implementing Environmental Sustainability Policies

Naranjo‐Gil

2016

Sustainability

View full text Add to dashboard Cite

This paper simultaneously examines how the design of management control systems and top management team composition help organizations to implement environmental sustainability policies successfully. It also analyzes the effect of those policies on both short-term and long-term performance. A questionnaire was sent to every member of top management teams in 231 public hospitals in Spain. It obtained 457 useful responses from TMT members, allowing us to collect data on 81 full top management teams (35.06%). The partial least squares statistical technique was used to test the causal research model. It was found that the implementation of environmental sustainability policies has a negative effect on short-term organizational performance and a positive effect on long-term performance. The results show that management control systems and top management team diversity have a complementary effect on implementing policies focused on environmental sustainability. A broad design of management control systems helps organizations adopt sustainability policies to achieve long-term performance. It was also found that top management team diversity mitigates the negative effect of adopting environmental sustainability policies on short-term organizational performance.

show abstract

Section: Hypotheses Developmentmentioning

confidence: 99%

Section: Hypotheses Developmentmentioning

confidence: 99%

The Role of Management Control Systems and Top Teams in Implementing Environmental Sustainability Policies

Naranjo‐Gil

2016

Sustainability

View full text Add to dashboard Cite

show abstract

“…Similarly, as for profit oriented companies, Kaplan and Norton (2001) highlighted the core of business strategy is based on customer value proposition which describes the unique mix of product, price, service, and image that a company offers. According to Martello, Fischer & Watson (2008), an organization must identify the right scope of customer attraction and its competitors in order to remain relevance in delivering to their customer's needs. The same principle also could be apply for IPIs whereby the satisfaction of recipients and donors is being measured appropriately to create value proposition.…”

Section: Stakeholder Perspectivementioning

confidence: 99%

“…This internal focus gives a whole picture and a thorough understanding of how well the non-profit is running and can help them determine which programs and services are meeting the real needs of the community. Martello et al (2008) indicate in improving internal processes, there should be a connection between the overall strategy and the improvements. There should also be a determination of how the strategy is to be measured.…”

Section: Internal Process Perspectivementioning

confidence: 99%

Formulating A Performance Measurement System using Balanced Score Card in Islamic Philanthropy Institutions

et al. 2017

View full text Add to dashboard Cite

The introduction of Balanced Score Card (BSC) as one of the management accounting tool to measure the performance of companies in both aspect of financial and non-financial position has been predominantly used since 1992 and had resulted positive energies for the profit making companies. Hence, the extension of the BSC is also required to help the social business organisation in delivering their multiple bottom lines in the most effective ways and provide organisations a mechanism to track their performance holistically through both quantitative and qualitative information. The growing of Islamic Philanthropy Institutions (IPI) especially in Malaysia with the objective to promote social development based on the charitable activities has been acknowledged by the society. Therefore, in order to ensure the sustainability of these institutions, a proper measurement system is required to ensure the final goal of the institutions is achievable and successful. Thus, the objective of this paper is to formulate the main indicators and variables that are suitable to measure the IPIs based on BSC system in four main perspectives which are financial perspective, stakeholder's perspective, internal process perspective and learning and growth perspective. The uniqueness of the establishment of IPIs would require different indicators and variables which are more appropriate as compared with the profit sector organisations. The outcome of this study could provide clear picture and guidelines in designing a proper performance measurement system to be implemented by current IPIs in Malaysia in order to maintain the sustainability and competitiveness of this institutions in future.

show abstract

“…Thus, over the last few years, several studies and investigations have been carried out on the application of BSC in nonprofit institutions that prove that this tool can bring benefits in terms of its performance (Kaplan, 2001;Manville, 2007;Martello et al, 2008;Gomes & Liddle, 2009;Júnior et al, 2012;Retolaza et al, 2012;Gonheim & Baradei, 2013;Machado et al, 2013;Seth and Oyugi, 2013;Pinto & Angius, 2015). As such, BSC can be a useful tool for these organizations to build strategy and organize and communicate operational activities (Kaplan, 2001).…”

Section: Introductionmentioning

confidence: 99%

Proposal to Implement the Balanced Scorecard in a Non- profit Organization

Quesado¹,

Branco²,

Rodrigues³

2017

Eur. Account. Manag. Rev.

View full text Add to dashboard Cite

In this paper we aim to develop a Balanced Scorecard (BSC) model for a nonprofit organization whose activity focuses on the teaching of chess. In order to answer the research question, we have carried out a qualitative research based on the case study. Our study is characterized by a descriptive analysis. The results allow us to conclude that the BSC is a tool that will allow to define the strategy in a clearer and objective way, allowing a greater awareness of the importance of an internal organization that allows to reach the defined objectives through a set of initiatives. The study presents a contribution to the current state of knowledge, since we seek to provide the organization with a management tool that allows to measure its performance and the value it adds to society and to outline a consistent and sustainable long-term strategy. In addition, a theoretical basis is provided for subsequent research, evidencing the breadth of research on the topic studied.

show abstract

Implementing A Balanced Scorecard In A Not-For-Profit Organization

Cited by 22 publications

References 1 publication

The Role of Management Control Systems and Top Teams in Implementing Environmental Sustainability Policies

The Role of Management Control Systems and Top Teams in Implementing Environmental Sustainability Policies

Formulating A Performance Measurement System using Balanced Score Card in Islamic Philanthropy Institutions

Proposal to Implement the Balanced Scorecard in a Non- profit Organization

Contact Info

Product

Resources

About