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Available online at BAR, Curitiba, v. 6, n. 4, art. 5, pp. 354-366, 2009 The Balanced Scorecard as a Performance management Tool for Third Sector Organizations: the Case of the Arthur Bernardes Foundation, Brazil Ricardo Corr a Gomes * E-mail address: Departamento de Administra o/Universidade Federal de Vi osa Vi osa, MG, Brazil. Joyce Liddle E-mail address: International Centre for Public Services management /Nottingham Business School Nottingham, United Kingdom. ABSTRACT The aim of this paper is to contribute to the theory of public management by presenting empirical evidence of using the Balanced Scorecard for third sector organizations. The research was conducted within an interpretive paradigm using an action research strategy. Data was collected through focus group and individual interviews and analyzed using interpretation and content analysis. The main limitation of this study lies in its application to a very singular type of organization that operates as a driver to improve the efficiency and nimbleness of other public organizations, although the methods employed here are very likely to be applicable to other kinds of organizations without adversely affecting the results.
The Balanced Scorecard as a Performance Management Tool for Third Sector Organizations: the Case of the Arthur Bernardes Foundation, Brazil
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