Applying the Balanced Scorecard Strategic Evaluation Method to a University Athletic Department
Journal Title: Choregia - Year 2008, Vol 4, Issue 2
Abstract
The Balanced Scorecard (BSC) has been extensively used in manufacturing organisations, service organisations, non-profit organisations, and governmental organizations with outstanding results (Kaplan and Norton, 2001b). Performance measures are at the core of the BSC system. However, financial measurement alone does not reflect the organisational mission of governmental and non-profit organisations; rather the mission of government or non-profit organisation should be placed at top of the BSC in measuring whether such an organisation has been successful. Hence, the greatest difference between businesses and nonprofit organisations lies in the achievement of the mission. The purpose of this article is to present the evaluation of the performance of a University Athletic Department using the balanced scorecard strategic approach which includes four dimensions such as: (a) the customer dimension, (b) the financial dimension,(c) the learning and growth dimension and (d) the internal business process dimension.
Authors and Affiliations
Thanos Kriemadis| Department of Sport Management, University of Peloponnese, Andreas Kotsovos| Department of Sport Management, University of Peloponnese, Panayiotis Alexopoulos| Department of Sport Management, University of Peloponnese
Keywords
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- EP ID EP12550
- DOI http:dx.doi.org/10.4127/ch.2008.0032
- Views 475
- Downloads 28
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