Article2007

Performance, Strategy and Accounting in Local Government and Higher Education in the UK

Martin John Broad · Andrew R. Goddard · Larissa Von Alberti

37 citations0/0 files storedPublic Money & Management

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Accounting and Organizational Management Public Policy and Administration Research Management and Performance Evaluation

Abstract

This article discusses the importance of organizational management of performance measures. The authors use a grounded theory methodology to explore the relationship between strategic planning, accounting and performance measurement systems in local government and higher education. Only by understanding how and why performance management works will it be possible to improve the delivery of our public services.

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1992Basics of Qualitative Research: Grounded Theory Procedures and Techniques.1993Basics of Qualitative Research: Grounded Theory Procedures and Techniques 1992The balanced scorecard : measures that drive performance 1995The “new public management” in the 1980s: Variations on a theme 2003Grounded Theory in Management Research 2003Performance implications of strategic performance measurement in financial services firms 2000Linking Balanced Scorecard Measures to Size and Market Factors: Impact on Organizational Performance 2003Implementing performance measurement innovations: evidence from government

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2011Strategic management accounting and the strategising mindset in an English higher education institutional context 2008LINKING COMPREHENSIVE PERFORMANCE ASSESSMENT TO THE BALANCED SCORECARD: EVIDENCE FROM HERTFORDSHIRE COUNTY COUNCIL 2008Italian and Australian local governments: balanced scorecard practices. A research note 2017The use of performance measurement in universities 2009Balanced scorecard implementation in an Italian local government organization

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