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Geary Rummler, A. Brache (1995)
Improving Performance: How To Manage the White Space on the Organization Chart. Second Edition. The Jossey-Bass Management Series.
P. Brewer
Putting strategy into the balanced scorecard
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Developing balanced scorecards in local authorities: a comparison of experienceInternational Journal of Productivity and Performance Management, 53
R. Pollanen (2005)
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Robert Kaplan, D. Norton (1996)
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Value-Relevance of Nonfinancial Information: The Wireless Communications IndustryJournal of Accounting and Economics, 22
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Andra Gumbus, Bridget Lyons (2002)
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Performance Measurement
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Strategic Performance Measurement and Management in Nonprofit OrganizationsNonprofit Management and Leadership, 11
A.A. Atkinson, J.Q. McCrindell
Strategic performance measurement in government
To deal with financial constraints and increasing demand on accountability, government administrators have begun implementing modern management tools in their organizations. The balanced scorecard, a performance and strategic management system, has been adopted in for‐profit organizations with success and its application in the government sector is explored in this study. Results of a survey of municipal governments in the USA and Canada show that there is limited use of the balanced scorecard. Most municipal governments, however, have developed measures to assess their organizations' financial, customer satisfaction, operating efficiency, innovation and change, and employee performance. Respondent administrators, in general, have confidence in the quality of the performance measures and about half reported that these measures were used to support various management functions. The respondent administrators also have a good understanding of the balanced scorecard and the implementers are positive about their experience.
International Journal of Public Sector Management – Emerald Publishing
Published: May 1, 2004
Keywords: Local government; Performance measurement (quality); Balanced scorecard; United States of America; Canada
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