Title

How can Social Entrepreneurs Effectively Employ Performance Measurement Strategies to Achieve Both Greater Programmatic Impact and Organizational Success?

Publication Date

2005

Abstract

In an environment of dwindling resources for nonprofit sector organizations and programs, performance measurement is at the forefront of significant research efforts. Social entrepreneurs need to learn about the various strategies and implement the right one early in their development in order to thrive. A solid yet flexible performance measurement system is a critical and integral strategic component of start-up strategy, for the increased success of both new programs within established organizations and entrepreneurial nonprofit organizations.

The history of comprehensive performance measurement strategies in the nonprofit sector is fairly young. There are, however various frameworks in practice and in development. The frameworks addressed include the logic model, the balanced scorecard, and the strategic impact framework. After developing the strengths and weaknesses of each, the focus shifts to implementation approaches and highlights some inherent challenges in the successful implementation of performance measurement systems.

Various field research methods provide evidence as to the degree that social entrepreneurs can effectively employ performance measurement strategies. Although difficult to implement, the findings support the benefits of starting to develop a framework early in an organization’s development and suggest the use of a holistic strategic tool, even if only partially implemented at first. In the current environment, it is no longer possible to simply survive as a nonprofit organization. It is critical to thrive through continuous improvement, partially made possible through solid performance measurement strategies.

Disciplines

Business Administration, Management, and Operations

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