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Performance Management for Social Enterprises.

by Maureen Meadows, Matthew Pike
Systemic Practice & Action Research ()
  • ISSN: 1094429X

Abstract

All organisations face the challenge of how to assess performance beyond current financial metrics. These challenges are felt especially strongly by social enterprises, organisations that use business methods to achieve social goals. Social enterprises need to evidence superior social outcomes, are normally accountable to a complex range of stakeholders and yet are often rated low to medium in terms of organisational capacity—thus whilst they have a great need for rounded measurement, they may in practice lack the ability to make use of the different approaches on offer. This paper examines the current and potential use of the conventional Balanced Scorecard model, by social enterprises. The Adventure Capital Fund provides case study evidence of extensive use of a modified Scorecard. The model used is dynamic, combining reflection on the organisation’s current position, ‘near term’ and long term issues. It aims to take a holistic and coherent view of the management of social enterpris)

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Readership Statistics

2 Readers on Mendeley
by Discipline
 
50% Business, Management and Accounting
 
50% Social Sciences
by Academic Status
 
50% Other
 
50% Student > Doctoral Student
by Country
 
50% Japan

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