The economics of performance management in nonprofit organizations

By Gerhard Speckbacher. 2003

282 citations recorded by the source corpus.

Subfields: Management Information Systems, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ad7c222cd41aeff90e31bb09d3768fe3f0432941

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Claire Moxham
2. M. Bull
3. Helen Crompton
4. Benita M. Beamon
5. Eric Kong
6. Burcu Balcik
7. Ruth J. Boaden

In Sociology and Political Science

1. Claire Moxham
2. M. Bull
3. Helen Crompton
4. Benita M. Beamon
5. Eric Kong
6. Burcu Balcik
7. Ruth J. Boaden

In Strategy and Management

1. Claire Moxham
2. M. Bull
3. Helen Crompton
4. Benita M. Beamon
5. Eric Kong
6. Burcu Balcik
7. Ruth J. Boaden

Citations in the corpus

• The impact of performance measurement in the voluntary sector: Identification of contextual and processual factors (2007, background): “In order to be accountable, VCOs need to measure their performance (Speckbacher, 2003).”
• Performance measurement in humanitarian relief chains (2008, background): “According to Speckbacher (2003), all business enterprises share the characteristic of having one privileged interest group clearly defined, homogenous with respect to interests; that is, the interests of the owners of a firm guide the firm’s policy.”
• The strategic importance of intellectual capital in the non‐profit sector (2007, background): “NPOs, however, have no uniformity of financial goals that can be applied as a means of communication to compare goods and services that they produce (Speckbacher, 2003).”
• The development of strategic management in the non‐profit context: Intellectual capital in social service non‐profit organizations (2008, background): “In profit-making organizations, profits serve as a simple common language for communication, delegation and co-ordination, and as a means to measure organizational success and benchmark performance (Sawhill and Williamson 2001; Speckbacher 2003).”
• Business practices in social enterprises (2006, background): “The issues outlined here are complex and as Speckbacher (2003) comments: ‘Profit as a single valued measure for success does not work because other output dimensions that profit measures do not capture are as important.’”