The following article describes a Balanced Scorecard (BSC) model that has been developed for the Italian Local Government (ILG) sector. This ILG BSC model has two main concerns. First, it highlights the citizen’s perspective, which replaces the customer perspective in the BSC framework. Second, it aims to emphasise operative objectives, further to strategic ones. The model was developed through field research conducted in 2003 and 2004 (Farneti, 2004), and has been utilised in an ILG since 2004 (Farneti, 2006).
Farneti F. (2007). An Italian Local Government Experiment with the Balanced Scorecard Model. PERSPECTIVES ON PERFORMANCE, 6 No. 1, 6-8.
An Italian Local Government Experiment with the Balanced Scorecard Model
FARNETI, FEDERICA
2007
Abstract
The following article describes a Balanced Scorecard (BSC) model that has been developed for the Italian Local Government (ILG) sector. This ILG BSC model has two main concerns. First, it highlights the citizen’s perspective, which replaces the customer perspective in the BSC framework. Second, it aims to emphasise operative objectives, further to strategic ones. The model was developed through field research conducted in 2003 and 2004 (Farneti, 2004), and has been utilised in an ILG since 2004 (Farneti, 2006).I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
