Performance Measurement and Management Control: Challenges for Applications and Research in New Settings

Abstract

While balanced scorecards, strategy maps, and causal linkage models have been applied extensively by profit organizations over the last two decades, a similar approach to analysis, called logic models, has been increasingly applied by non-profit and other social-purpose organizations. This chapter provides a discussion of the basics of logic models and shows their application in three different settings, which include personal improvement, the social impact of business schools, and corporate governance. The chapter also provides an extensive discussion on field research and a case study of a leading international business school, wherein logic models were applied followed by social impact measurement. Finally, the chapter includes suggestions for future research that is needed to improve the applications of logic models and social impact measurement and the success of social-purpose organizations including business schools.

Citation

Epstein, M.J. (2018), "Performance Measurement and Management Control: Challenges for Applications and Research in New Settings", Epstein, M.J., Verbeeten, F.H.M. and Widener, S.K. (Ed.) Performance Measurement and Management Control: The Relevance of Performance Measurement and Management Control Research (Studies in Managerial and Financial Accounting, Vol. 33), Emerald Publishing Limited, Leeds, pp. 3-12. https://doi.org/10.1108/S1479-351220180000033001