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Journal of Public Management & Social Policy

Abstract

The use of performance measurement systems in the nonprofit sector has gained momentum in the last decade; however, little is known about the implementation of these systems in small to midsized nonprofit organizations. By performing a pathway case study of nine nonprofit organizations, we apply a capacity-building framework to examine performance measurement implementations designed by a performance management consulting team. This study offers a detailed description, in some cases using nonprofit leaders’ own words, on how this approach may work in small to midsized nonprofits. The results are used to develop research propositions on leadership, technical competency, feasible execution, and institutionalization of performance measurement for small nonprofits.

 

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