The purpose of this paper is to explore the implementation of a performance management system using the balanced scorecard (BSC) within a not for profit small and medium sized enterprise (SME).
This is a casebased methodological approach exploring the perceptions of two management stakeholder groups. This ensured that the issues were appraised in both an operational and a strategic context.
The findings of this research are that balanced scorecards can be implemented within a SME context. However, the motivations for the adoption of the scorecard were both internal and external due to the heavily regulated nature of the organization.
The limitations of this research are that only one SME was compared with the body of knowledge relating to larger organizations and this could be viewed as a potential mismatch.
Currently there is a lack of published research on BSC implementations within this sector.
