Implementing a balanced scorecard framework in a not for profit SME

Purpose 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). Design/methodology/approach 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. Findings 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. Research limitations/implications 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. Originality/value Currently there is a lack of published research on BSC implementations within this sector.