Associations between outcome measurement, accountability and learning for non-profit organisations

International Journal of Public Sector Management

Volumn 12, Issue 2-3, 1999, Pages 186-197

  Buckmaster, Natalie ^a  

^a AUSTRALIAN NATIONAL UNIVERSITY   (Australia)

Author keywords

Accountability; Non profit organizations; Organizational learning; Outcomes

Indexed keywords

EID: 1942455007     PISSN: 09513558     EISSN: None     Source Type: Journal    
DOI: 10.1108/09513559910263499     Document Type: Article

References (47)

1. Abernethy, M. and Chua, W.F. (1994), "A field study of organisational control and culture change in a non-profit organisation", Working Paper, University of New South Wales.
2. Anthony, R. and Herzlinger, R. (1980), Management Control in Nonprofit Organisations, Irwin, Homewood, IL.
3. Anthony, R.N. and Young, D. (1988), Management Control of Non-profit Organisations, Irwin, Homewood, IL.
4. Argyris, C. (1977a), "Double loop learning in organisations", Harvard Business Review, September/October, pp. 115-25.
5. Argyris, C. (1977b), "Organisational learning and management information systems", Accounting, Organisations and Society, Vol. 2 No. 2, pp 113-23.
6. Argyris, C. and Schon, D. (1974), Organisational Learning: A Theory of Action Perspective, Addison-Wesley, Reading, MA.
7. Argyris, C. and Schon, D. (1978), Organisational Learning: A Theory of Action Perspective, Addison-Wesley, Reading, MA.
8. Baumler, J.V. (1971), "Defined criteria of performance in organisational control", Administrative Science Quarterly, Vol. 16 No. 3, pp. 343-50.
9. Brinkerhoff, D.W. (1979), "Review of approaches to productivity, performance, and organisational effectiveness in the public sector: applicability to non-profit organisations", PONPO Working Paper 10, Institution for Social and Policy Studies, Yale University, New Haven, CT.
10. Ciborra, C.U. and Schneider, L.S. (1992), "Transforming the routines and contexts of management, work and technology", in Adler, P.S. (Ed.), Technology and the Future of Work, MIT Press, Cambridge, MA, pp. 269-91.
11. DiMaggio, P. (1988), "Non-profit managers in different fields of service: managerial tasks and management training", in O'Neill, M. and Young, D. (Eds), Educating Managers of Non-profit Organisations, Praeger, New York, NY, pp. 51-69.
12. DiMaggio, P. (1996), "Measuring the impact of the non-profit sector on society in probably impossible but possibly useful: a sociological perspective", Independent Sector Conference, 5-6 September, Washington, DC.
13. Dixon, M. (1994), The Organisation Learning Cyck, McGraw-Hill, New York, NY.
14. Drucker, P.F. (1978), "Managing the third sector", The Wall Street Journal, 3 October.
15. Drucker, P.F. (1990), Managing the Non-profit Organisation, Butterworth Heinemann, London.
16. Edmondson, A. and Moingeon, B. (Eds)(1996), "When to learn how and when to learn why: appropriate organisational learning processes as a source of competitive advantage", in Organisation Learning and Competitive Advantage, Sage, London, pp. 1-37.
17. Espejo, P. and Belahav (1996), Organisation Transformations and Learning - A Cybernetic Approach to Management, John Willey, New York, NY.
18. Etzioni, A. and Lehmann, L.W. (1967), "Some dangers in 'valid' social measurement", Annals of American Academy of Political and Social Science, Vol. 323, pp. 1-15.
19. Fiol, C. and Lyles, M. (1985), "Organisational learning", Academy of Management Review Vol. 10 No. 4, pp. 803-13.
20. Government Performance and Results Act of 1993 (US), Pub. LNo. 103/62, 107 stat285.
21. Herman, R. and Heimovics, R. (1994), "Cross national study of a method for researching non-profit organisational effectiveness", Voluntas, Vol. 5 No. 1, pp. 59-85.
22. Hofstede, G. (1981), "Management control of public and not-for-profit activities", Accounting, Organisations and Society, Vol. 6 No. 3, pp. 193-211.
23. Hopwood, A. (1974), Accounting and Human Behaviour, Accountancy Age Books, Haymarket, London.
24. Huber, G.P. (1991), "Organisational learning: the contributing processes and the literature", Organisational Science, Vol. 2 No. 1, pp. 88-115.
25. Kanter, M.K. (1979), The Measurement of Organisational Effectiveness Productivity, Performance and Success, Program on Nonprofit Organisations, Yale University.
26. Kolb, D., Rubin, I. and McIntyre (1974), Organisational Psychology: An Experimental Approach, Prentice-Hall, Englewood Cliffs.
27. Levitt, B. and March, J. (1988), "Organisational learning", Annual Review of Sociology, Vol. 14, pp. 310-40.
28. Milofsky, C. (1988), Community Organisations: Studies in Resource Mobilisation and Exchange, Oxford University Press, New York, NY.
29. Mock, T., Estrin, T. and Vasarhely, V. (1972), "Learning patterns, decision approach, and value of information", Journal of Accounting Research, Vol. 10 No. 1, pp. 129-53.
30. Murray, V. and Tassie, B. (1994), "Evaluating the effectiveness of non-profit organisations" in Herman R.D. (Eds), The Jossey-Bass Handbook of Non-profit Leadership and Management, Jossey-Bass, San Francisco, CA.
31. Nielson, W.A. (1979), The Endangered Sector, Columbia University Press, New York, NY.
32. Northern California Community Services Council (1995), Understanding Outcomes, Northern California Community Services Council, San Francisco, CA.
33. Osborne, S.P. (1994), The Role of Voluntary Organisations in Innovations in Social Welfare Services, Joseph Rowntree Foundation Findings No. 46.
34. Osborne, S. and Tricker, M. (1995), "Researching non-profit organisational effectiveness: a comment on Herman and Heimovics", Voluntas, Vol. 6 No. 1, pp. 85-92.
35. Osborne, S., Bovaid, T., Mahon, S., Tricker, M. and Waterson, P. (1995), "Performance management and accountancy in complex public programmes", Financial Accountability and Management, Vol. 11 No. 1, pp. 19-38.
36. Pedler, M. and Aspinwall, K. (1996), The Purpose and Practice of Organisation Learning, McGraw-Hill, London.
37. Pedler, M., Burgoyne, J. and Boydell, T. (1997), The Learning Company - A Strategy for Sustainable Development, McGraw-Hill, London.
38. Ridgway, V.F. (1956), "Dysfunctional consequences of performance measurements", Administrative Science Quarterly, Vol. 1, pp. 240-7.
39. Salipante, P. (1995), "Managing traditionality and strategic change in non-profit organisations", Nonprofit Management and Leadership, Vol. 6 No. 1, pp. 3-19.
40. Scott, W. R. (1981), Organisations: Rational, Natural, and Open Systems, Prentice-Hall, Englewood Cliffs, NJ.
41. Senge, P.M. (1990), The Fifth Discipline: The Art and Practice of the Learning Organisation, Double Day, New York, NY.
42. Stata, R. (1989), "Organisational learning: the key to management innovation", Sloan Management Review, Vol. 12 No. 1, pp. 63-74.
43. Stone, M. and Gershenfield, S. (1996), "Challenges of measuring performance in non-profit organisations", Independent Sector Conference, 5-6 September, Washington, DC.
44. Thompson, J. and McEwan, W. (1958), "Organisational goals and environment", American Sociological Review, Vol. 23, pp. 23-31.
45. United Way of America (1995), Measuring Program Outcomes: A Practical Guide, United Way of America, Washington, DC.
46. Warner, W. (1967), "Problems in measuring the goal attainment of voluntary organisations", Adult Education, Vol. 19 No. 1, pp. 3-15.
47. Ziebel, M.T. and DeCoster, D. (1991), Management Control Systems in Non-profit Organisations, Harcourt Brace Jovanovich, Orlando, FL.