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The Balanced Scorecard as a Performance Management Tool for Museums

In: Best Practices in Management Accounting

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  • Toomas Haldma
  • Kertu Lääts

Abstract

This chapter examines the impact of the design and implementation of the BSC concept on the development of performance measurement and management of museums. The main focus relies on the BSC design and the elements of implementation that enable the communication of strategy between the management of an organisation and its different departments. These issues are discussed based on the experiences of a central museum in Estonia.

Suggested Citation

  • Toomas Haldma & Kertu Lääts, 2012. "The Balanced Scorecard as a Performance Management Tool for Museums," Palgrave Macmillan Books, in: Greg N. Gregoriou & Nigel Finch (ed.), Best Practices in Management Accounting, chapter 16, pages 232-252, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-36155-3_16
    DOI: 10.1057/9780230361553_16
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    Cited by:

    1. Cosmin ILIE & Alexandru CAPATINA & George Cristian SCHIN, 2022. "Balanced Scorecard Applied to Museums: The Solution for Assessing Organizational Performances in this Sector," Economics and Applied Informatics, "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration, issue 2, pages 61-67.

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