Strategic Performance Measurement and Management in Nonprofit Organizations

By Robert S. Kaplan. 2001

1,039 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/5f826ac20e3e3ccb8d80bd694980f4aedf975b94

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Citations in the corpus

The strategic importance of intellectual capital in the non‐profit sector (2007, background): “Kaplan (2001) claims that BSC enables NPOs to bridge the gap between mission and strategy statements and day-to-day operational actions by facilitating a process which NPOs can achieve strategic focus.”
The Limits of Nonprofit Impact: A Contingency Framework for Measuring Social Performance (2010, background): “…Edge of Chaos • http://www.ascendantsmg.com/wiki/index.cfm/Balance d_Scorecard • http://www.blueavocado.org/content/nonprofit- dashboard-and-signal-light-boards See also Kaplan (2001) and Kaplan and Norton (1996, 2004); Butler (2007), Bryson (2004), Meyer (2002), Paton (2003) •…”
Role of Zakah and Awqaf in Poverty Alleviation (Occasional Paper) (2004, background): “In this respect, Moore (2003) maintains that the building blocks of a successful organization involved in welfare oriented work are a clear social mission, legitimacy and support, and organizational capabilities.”
Performance measurement in humanitarian relief chains (2008, background): “However, finances are constraints rather than objectives for nonprofits; that is, although these organizations must monitor their spending and comply with financial budgets, their success cannot be measured by how closely their spending matches their budgeted amounts (Kaplan, 2001).”
Business practices in social enterprises (2006, methodology): “Balanced Scorecard The balanced scorecard (BSC) is a strategic performance measurement and management tool (Kaplan & Norton 1996; Kaplan 2001) designed for the private sector acting as a communication/information and learning system, to measure ‘where we are now’ and ‘where to aim for next’.”
Measuring Performance in Social Enterprises (2011, background): “However, to achieve clearness and intelligibility, this article deals with each separately, defining the most useful key indicators within each area and transforming this variety into a unitary control system characterized by a strategic approach (Kaplan, 2001; Somers, 2005).”
The impact of balanced scorecards in a public sector environment (2007, background): “There appears to be a general consensus amongst researchers that transposition of private sector performance models do not readily fit within a public sector environment, and that some adjustment of such models is generally necessary ( Kaplan, 2001”
Performance Measurement Myths in the Public Sector: A Research Note (2004, neutral): “Top management commitment has repeatedly been emphasised as a complement to, or pre-requisite for consensus-building and successful implementation of the Balanced Scorecard, or similar models (e.g., Cavalluzzo and Ittner, in press; Kaplan, 2001; Kaplan and Norton, 1996; and Poister and Streib, 1995)”
The development of strategic management in the non‐profit context: Intellectual capital in social service non‐profit organizations (2008, background): “Kaplan (2001) claims that BSC enables NPOs to bridge the gap between mission and strategy statements and day-to-day operational actions by facilitating a process by which NPOs can achieve strategic focus.”