Mission, money, and merit: Strategic decision making by nonprofit managers

Nonprofit Management and Leadership

Volumn 14, Issue 3, 2004, Pages 325-342

  Krug, Kersti ^a   Weinberg, Charles B ^b,c  

^a UNIVERSITY OF BRITISH COLUMBIA   (Canada)

^b SME   (Canada)

^c UNIVERSITY OF BRITISH COLUMBIA   (Canada)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 40349099267     PISSN: 10486682     EISSN: 15427854     Source Type: Journal    
DOI: 10.1002/nml.37     Document Type: Article

References (9)

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2. Anthony, R. N., and Young, D. W., Management Control in Nonprofit Organizations. (6th ed.)Homewood, Ill.: Irwin, 1998.
3. Chelimsky, E., and Shadish, W. R. (eds.)Evaluation for the Twenty-First Century: A Handbook.Thousand Oaks, Calif.: Sage, 1997.
4. Drucker, P. F., “What Business Can Learn from Nonprofits.” Harvard Business Review, 1989, 67 (4), 88-93.
5. Jackson, P. M., “Editorial: Performance Measurement.” Public Money and Management, 1995, 15 (4), 3.
6. Kaplan, R. S., “Strategic Performance Measurement and Management in Nonprofit Organizations.” Nonprofit Management and Leadership, 2001, 11 (3), 353-370.
7. Kaplan, R. S., and Norton, D. P., The Balanced Scorecard: Translating Strategy into Action.Boston: Harvard Business School Press, 1996.
8. Krug, K., “Profit or Prostitution: Portfolio Analysis for Museum Marketing.” MPR News, International Council of Museums Bulletin, 1992, 2 (2), 13-19.
9. Lovelock, C. H., and Weinberg, C. B., Public and Nonprofit Marketing.New York: Wiley, 1980.