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Using Social Return on Investment (SROI) to measure project impact in local government
16 references·0 citing·46 second hop
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this work references cited by second hop

References

  • 1999Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria2,357 cited
  • 2003Causes of delay and cost overruns in construction of groundwater projects in a developing countries; Ghana as a case study799 cited
  • 1997Factors influencing construction time and cost overruns on high-rise projects in Indonesia699 cited
  • 2009Beyond the ‘iron triangle’: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects620 cited
  • 2009‘We do good things, don’t we?’: ‘Blended Value Accounting’ in social entrepreneurship560 cited
  • 2009Handbook of Management Accounting Research508 cited
  • 2012Social Return on Investment (SROI) and Performance Measurement372 cited
  • 1988Reliability and Validity in Field Research: Some Strategies and Tactics360 cited
  • 2011Developments in Social Impact Measurement in the Third Sector: Scaling Up or Dumbing Down?188 cited
  • 2003Measuring social value184 cited
  • 2014SROI as a Method for Evaluation Research: Understanding Merits and Limitations136 cited
  • 2002CHOOSING ITEMS FROM THE MENU: NEW PUBLIC MANAGEMENT IN SOUTHEAST ASIA114 cited
  • 1999Public Management Reform Im Developing Countries105 cited
  • 2010The ambitions and challenges of SROI.101 cited

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  • 2012The Role of Blended Value Accounting in the Evaluation of Socio-Economic Impact of Social Enterprises94 cited
  • 2013New development: The paradox of outcomes—the more we measure, the less we understand81 cited
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