hig.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard-cite-them-right
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • sv-SE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • de-DE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Scorecard use and Strategic Alignment in Non-Profit Organizations:  a case study of UNICEF Supply Division
University of Gävle, Department of Business Administration and Economics.
2009 (English)Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Aim: Based on a case study of UNICEF Supply Division (SD), this thesis seeks to investigate how non-profit organizations use scorecards and if the use of scorecards in non-profit organizations results in strategic alignment.

 

Method: The theoretical framework for this case study consists primarily of the strategic performance management tool known as the Balanced Scorecard, which consists of interlinked measures, derived from the organization's strategy. For the case study, primary data, both qualitative and quantitative, was collected by means of semi structured interviews with members of senior management and a survey which was sent out to the whole organization. Abductive reasoning was applied in the analysis.

 

Result & Conclusions: The case study organization's scorecard focuses mainly on a selection of process measures and is perceived by staff and management as a good diagnostic tool for processes. The organization thus has implemented a more operational adaption of the scorecard. A weak match between the organization's strategy and selected measures in its scorecard in combination with limited incentives for achieving set targets suggest that strategic alignment is likely to be low.

 

Suggestions for future research: The scope of the thesis is limited to UNICEF Supply Division. Comparative studies of other UN agencies would increase the reliability of the study. Future research may also try to address, more in-depth, how non-profit organizations can implement more strategic, as opposed to operational performance management systems.

 

Contribution of the thesis: While the findings of this study mirror prior findings on Balanced Scorecard use in the non-profit sector, it has given the case study organization valuable insight on important measurement parameters, strategy mapping and other areas of improvement.

Place, publisher, year, edition, pages
2009. , p. 56
Keyword [en]
Performance Management, Strategic Alignment, Balanced Scorecard, Non-profit organizations
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hig:diva-4137Archive number: E3BA: DiVA 047/09OAI: oai:DiVA.org:hig-4137DiVA, id: diva2:212036
Presentation
(English)
Uppsok
samhälle/juridik
Supervisors
Examiners
Available from: 2009-05-12 Created: 2009-04-20 Last updated: 2009-05-12Bibliographically approved

Open Access in DiVA

fulltext(320 kB)3782 downloads
File information
File name FULLTEXT01.pdfFile size 320 kBChecksum SHA-512
f40d0ec635cb6fa7de48090ec0e06396d3d4ede1149ee79f5a59de927fd8e77aab0a3d4e836fe51f13f12d1cdda2b5b337d1191be2e8b37ea29264e41a2a6dab
Type fulltextMimetype application/pdf

By organisation
Department of Business Administration and Economics
Business Administration

Search outside of DiVA

GoogleGoogle Scholar
Total: 3782 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

urn-nbn

Altmetric score

urn-nbn
Total: 5977 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard-cite-them-right
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • sv-SE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • de-DE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf