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Strategic responses to Performance Measurement in Nonprofit ...

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19<br />

distribution of the data the fac<strong>to</strong>r analysis produced unsatisfac<strong>to</strong>ry results which did not meet<br />

the necessary quality criteria.<br />

It proved <strong>to</strong> be a challenge for the qualitative study <strong>to</strong> f<strong>in</strong>d German non-profit organisations<br />

which had implemented the balanced scorecard (Greil<strong>in</strong>g 2010). But then a balanced<br />

scorecard work<strong>in</strong>g group from the German Society for Management Account<strong>in</strong>g <strong>in</strong> Social<br />

Service Organisations helped <strong>to</strong> f<strong>in</strong>d 20 <strong>in</strong>terview partners <strong>in</strong> the areas of social services and<br />

healthcare. Al<strong>to</strong>gether 24 persons agreed <strong>to</strong> be<strong>in</strong>g <strong>in</strong>terviewed. Four <strong>in</strong>terviews were not<br />

<strong>in</strong>cluded <strong>in</strong> the presentation of results as the balanced scorecard implementation was only<br />

envisaged for the future. Further even, <strong>in</strong> these four cases the plann<strong>in</strong>g was <strong>in</strong> the very early<br />

stages and the management teams will<strong>in</strong>gness <strong>to</strong> participate <strong>in</strong> the study was motivated by the<br />

expectation <strong>to</strong> get some unpaid consultancy.<br />

Three quarters of the rema<strong>in</strong><strong>in</strong>g 20 <strong>in</strong>terviewees preferred a telephone <strong>in</strong>terview which lasted<br />

between 30 <strong>to</strong> 45 m<strong>in</strong>utes. In those cases where the <strong>in</strong>terviewer and the <strong>in</strong>terviewed met<br />

personally the <strong>in</strong>terviews normally <strong>to</strong>ok an hour <strong>to</strong> an hour and a half. Some organisations<br />

provided additional <strong>in</strong>ternal, undisclosed <strong>in</strong>formation material.<br />

Most of the <strong>in</strong>terviewees were the chief executive (18 cases). The other two were the chief<br />

f<strong>in</strong>ancial officers. The participat<strong>in</strong>g non-profit organisations had the follow<strong>in</strong>g focus: one <strong>in</strong><br />

the field of health care, three provided care for the elderly, four youth care, eight specialized<br />

on care for persons with disabilities and the rema<strong>in</strong><strong>in</strong>g four operated <strong>in</strong> more than one area.<br />

Ten of the participation organisations <strong>in</strong>terviewed had an annual turnover of more than EUR<br />

10 million and five more than 1,000 full-time employees. There was a clear dom<strong>in</strong>ance of<br />

large non-profits with the notable exception of one which had less than 20 employees. In this<br />

particular case, the balanced scorecard was brought <strong>to</strong> the organisation‟s attention by the<br />

partner of a board member who was a <strong>to</strong>p manager <strong>in</strong> the German au<strong>to</strong>motive <strong>in</strong>dustry<br />

(Greil<strong>in</strong>g 2010).

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