Balanced scorecard use in New Zealand government departments and crown entities
By: Griffiths, John.
Material type:
ArticlePublisher: 2003Description: p.70-79.Subject(s): Government departments - New Zealand | Public administration - New Zealand | Public administration
In:
Australian Journal of Public AdministrationSummary: While the concept of a balanced scorecard (BSC) has been extensively documented, there is limited research on the application of the balanced scorecard in a public sector environment and in New Zealand. This article examines how the BSC is being used as a performance management system, a strategic management system and to discharge external reporting obligations in three New Zealand public sector organisations. the findings are relevant to both the academic community and managers by highlighting how the BSC has been adapted to reflect the unique charactgeristics of public sector organisations. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 62, Issue no: 4 | Available | AR59652 |
While the concept of a balanced scorecard (BSC) has been extensively documented, there is limited research on the application of the balanced scorecard in a public sector environment and in New Zealand. This article examines how the BSC is being used as a performance management system, a strategic management system and to discharge external reporting obligations in three New Zealand public sector organisations. the findings are relevant to both the academic community and managers by highlighting how the BSC has been adapted to reflect the unique charactgeristics of public sector organisations. - Reproduced.
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