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Abstract

The purpose of this study is to demonstrate how a state owned enterprise (SOE) responded towards governmental regulations for better governance. Given the pressure to fulfil both economic and social objectives, the case SOE had adopted and implemented the balanced scorecard (BSC). Data was collected through interviews with the relevant organisational members and documentary reviews. The findings of this study show that all social related activities of the SOE were being centralized under the responsibility of one particular business unit i.e. the Community Development Centre. This study demonstrated how social objectives are integrated in the BSC model and how the case organisation addresses social objectives without hindering its main function as a profit-making organization.

Keywords: Social indicators, BSC, non-financial information

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