Sustainable Microfinance - Balanced Scorecard's added value for ...

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Fitzgerald, Johnson and Brignall (1991) and determinants (quality of service, flexibility, resource utilization, innovation) • Details multiple measures for each dimension of performance measurement Table 3.4: Performance Measurement Systems and MSE (Watts et al., 2009b)! Elmar Hoogendoorn 43 Sustainable Microfinance
Section II. Research Design The previous section identified the aim of this research and discussed the relevant studies. With the knowledge available from the other studies, the knowledge gap was identified. This single-chapter section will focus on how the knowledge gap will be filled through this research. It forms the bridge between the previous section, in which the rationale was built and the next section in which the research findings are discussed. To make this bridge, chapter 4 focuses on how the questions posed in this research will be answered. Figure II-1: Thesis Overview (Author)! Elmar Hoogendoorn 44 Sustainable Microfinance
Page 1 and 2:
! ! Sustainable Microfinance Balanc
Page 3 and 4: Keywords and Abstract Sustainable M
Page 5 and 6: Condensed Table of Contents ! ! Key
Page 7 and 8: 3.3 Lessons from previously develop
Page 9 and 10: List of Figures ! Figure I-1: Thesi
Page 11 and 12: List of Abbreviations BDS Business
Page 13 and 14: 1. Overview This chapter serves as
Page 15 and 16: In 2007, the Dutch Ministry of Econ
Page 17 and 18: collect information or seek specifi
Page 19 and 20: In some regions entrepreneurs are a
Page 21 and 22: • What different players in the D
Page 23 and 24: 2. Theory and Literature Review - M
Page 25 and 26: investors expect to gain from the f
Page 27 and 28: 2.4 Microfinance in (Western) Europ
Page 29 and 30: A MFI in the survival mode can bare
Page 31 and 32: The main factors that negatively af
Page 33 and 34: that are needed in order to transfo
Page 35 and 36: According to Lämmermann, et al. (2
Page 37 and 38: 2.5.6 Success of BDS Lämmermann, e
Page 39 and 40: The final conclusion relates to the
Page 41 and 42: Kaplan and international strategy c
Page 43 and 44: investments in learning will lead t
Page 45 and 46: • Derived from strategy; • Stim
Page 47 and 48: emaining drivers of the model are;
Page 49 and 50: Greatbanks and Tapp (2007) Manville
Page 51 and 52: that fail to effectively plan for t
Page 53: objectives (obligations) establishe
Page 57 and 58: the use and usefulness of PMSs by s
Page 59 and 60: Figure 4.1: Step model of inductive
Page 61 and 62: 4.5 Methods of Data Collection In o
Page 63 and 64: All eight groups are interesting fo
Page 65 and 66: must take into account with the rel
Page 67 and 68: Section III. Findings and Discussio
Page 69 and 70: KH VS TB RL OE MB CS AP Total App.
Page 71 and 72: street and within an area of 500 me
Page 73 and 74: A final aspect that is exceedingly
Page 75 and 76: For the model Stefano (2010) propos
Page 77 and 78: know a lot about this topic', often
Page 79 and 80: 5.3 Summary Based on the empirical
Page 81 and 82: 6. Discussion 6.1 Introduction This
Page 83 and 84: 6.2.4. Sustainability Entrepreneur
Page 85 and 86: 6.2.9. Network & Business Developme
Page 87 and 88: The discussion is ended with a fina
Page 89 and 90: • Since the development of microf
Page 91 and 92: 7.2.3 The Model: ‘Equally’ Bala
Page 93 and 94: cannot be controlled by the researc
Page 95 and 96: Appendix A - Thesis Proposal Accord
Page 97 and 98: 1. Abstract The Thesis Project will
Page 99 and 100: efficiency, and aggressive enforcem
Page 101 and 102: entrepreneurs, compared to the curr
Page 103 and 104: The Thesis Project has several obje
Page 105 and 106:
Based on the results from the liter
Page 107 and 108:
8. Table of contents Preface List o
Page 109 and 110:
References Armendáriz, B. 2009, 'M
Page 111 and 112:
Work program March April Week numbe
Page 113 and 114:
Figure B-2 Simplified Strategy Map
Page 115 and 116:
Figure B-5 Comprehensive Performanc
Page 117 and 118:
Organizational Development • What
Page 119 and 120:
RL start at the core; 'why do you w
Page 121 and 122:
Appendix E - Social ! KH jobs creat
Page 123 and 124:
Appendix F - Financial ! Liquidity
Page 125 and 126:
OE through friends and family and a
Page 127 and 128:
MB that has to do with you financia
Page 129 and 130:
RL You can test it, by launching fo
Page 131 and 132:
Appendix I - Internal Business Proc
Page 133 and 134:
OE he has an advantage and should f
Page 135 and 136:
Appendix L - Network ! Professional
Page 137 and 138:
Appendix M - Business Development S
Page 139 and 140:
Appendix N - General BSC model ! Us
Page 141 and 142:
Appendix O - Relation and Link ! Eq
Page 143 and 144:
Appendix P - Most Important Financi
Page 145 and 146:
Appendix R - Sustainability of Micr
Page 147 and 148:
Appendix S - Qredits ! KH The main
Page 149 and 150:
Bibliography Affleck, A. and Mellor
Page 151 and 152:
Derban, W., Binner, J. and Mullineu
Page 153 and 154:
the case of the tourism industry,
Page 155 and 156:
Kunc, M. (2008), 'Using systems thi
Page 157 and 158:
McKinsey & Company, p. 3., Availabl
Page 159 and 160:
Shrader, C.B., Mulford, C.L. and Bl
Page 161:
Woodworth, W. and Woller, G. (1999)
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