The study of leading Balanced Scorecard in Nonprofit Organization strategy Alliance

• Main Authors: Kuan-yu Huang, 黃冠諭
• Other Authors: Stacy Huey-Pyng Shyu
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/11539177805050311472

碩士 === 國立高雄第一科技大學 === 企業管理研究所 === 100 === The types of non-profit organization have been much more diverse in these days. Besides holding charity auctions or fairs, non-profit organizations have actively engaged in public affairs and policy advocacy. The main funding sources of non-profit organizations come from people’s voluntary donations, cooperative enterprises sponsorship, and government grants. With regard to provide suitable services to the clients, non-profit organizations form strategic alliances to promote concepts or advocacies and strengthen cooperative relationship in order to maintain long-term cooperation. The research applies multiple-case study to carefully examine the management system and cooperative model of non-profit organizations and trans-organizational strategic alliances, and how they employ balanced scorecards (BSC) to manage their financial sources efficiently. The research results show: First, to achieve the goal of sustainable development, non-profit organizations will make structural adjustment of internal system and integration of resources, and will also increase the number of trans-organizational strategic alliances. Second, the cooperative model between non-profit organizations and strategic alliances will be assessed with later performance evaluations in order to maintain long-term cooperation. Third, the larger the scope of the non-profit organizations is, the more cooperative models of strategic alliance are. Fourth, using balanced scorecard (BSC) as a strategic performance management tool of non-profit organizations, the applicability is higher when applied to exceptional performance teams.