Abstract:
One of the areas that has experienced great changes due to public-sector reform
processes is performance management. Focus on performance management in the
public-sector has experienced changes over time, from the process of monitoring
activities to outcome-based performance management. Many emerging economies have
adopted management systems developed for advanced economies in order to enhance
accountability, transparency, and service quality delivery. However, the practice of
adopting a new management system that has worked well in advanced economies is
largely untested. For instance, though the public-sectors of many countries with emerging
economies are reported to have implemented the balanced scorecard (BSC) concept, very
limited literature has reported its implementation. This study explores the
implementation of the BSC framework as a performance management system (PMS) in
the public-sector in Indonesia. Broadly, this study was designed to cover three major
themes: reviewing the quality of BSC implementation by using the principles of the
strategy-focused organisation (SFO) model, determining the extent to which
organisational factors affect BSC implementation, and lastly, investigating how the BSC
contributes to employee behaviour and relates to organisational performance.
