Board monitoring and the balanced scorecard in nonprofits : challenges in realising potential
Hough, Alan D., McGregor-Lowndes, Myles, & Ryan, Christine M. (2015) Board monitoring and the balanced scorecard in nonprofits : challenges in realising potential. In Hoque, Zahirul & Parker, Lee (Eds.) Performance Management in Nonprofit Organizations Global : Perspectives. Routledge Taylor & Francis, New York, United States of America, pp. 337-368.
Directors of nonprofits in most countries have legal responsibility for monitoring organisational performance (Brody 2010), although there is typically little guidance on how this should occur. The balanced scorecard (BSC) (Kaplan & Norton, 1996, 2001) potentially provides boards with a monitoring tool (Kaplan $ Norton, 2006; Lorsch, 2002). The BSC is intended to help integrate performance measurement, performance management and strategy implmentation (Kaplan 2009). The scorecards is balanced in that it should incorporate both financial and non-financial measures, external and internal perspectives, short and long-term objectives and both lagging and leading indicators. It is a relatively simple tool, but with potentially profound implications for directing board attention and sbusequent action (Ocasio, 1997; Salterio, 2012).
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|Item Type:||Book Chapter|
|Keywords:||Nonprofits Board monitoring, Balance scorecard in Nonprofits|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000)
Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > ACCOUNTING AUDITING AND ACCOUNTABILITY (150100)
|Divisions:||Current > Research Centres > Australian Centre for Philanthropy and Nonprofit Studies
Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Accountancy
|Copyright Owner:||Copyright 2015 Routledge|
|Deposited On:||17 Dec 2014 02:07|
|Last Modified:||18 Dec 2015 15:12|
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