Using the balanced scorecard to manage performance in public sector organizations

Purpose This paper aims to examine the use of the balanced scorecard (BSC) as a performance management tool in the public sector. Drawing on a New Zealand study of local government organzations (LGOs), it seeks to identify issues and challenges in implementing the BSC in public sector contexts. Design/methodology/approach A postal questionnaire was used to solicit public sector managers' views on the usefulness of the BSC and the factors that support or impede its implementation in practice. Follow‐up interviews with selected respondents allowed for more in‐depth exploration of managers' experiences of BSC use and outcomes. Findings The findings reveal low rates of BSC adoption amongst the studied LGOs. Further, perceived BSC utility is dominated by performance measurement and reporting, while the performance management role of the BSC remains relatively under‐exploited. This study identifies users' perceptions of the key challenges impeding BSC implementation in the public sector, and highlights their significance for both practice and theory. Research limitations/implications This paper highlights the need for improved theorisation on several issues that present particular challenges in public sector BSC practice: modifying the BSC dimensions, designing measures that capture important qualitative outcomes, identifying the “customer” and/or achieving a genuine multi‐stakeholder approach, and mapping BSC causality relationships. Practical implications Improved awareness of the factors perceived to lead to successful and unsuccessful BSC implementation may enhance the uptake and utility of the BSC for measuring and managing performance in public sector organisations. Originality/value This study examines BSC use in local government, where it has been relatively under‐researched. It adds to prior studies by specifically examining the factors that support and impede the effective implementation of the BSC in public sector contexts.