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«Centre for Responsible Citizenship and Sustainability Working Paper Series MEASURING PERFORMANCE: A STORY OF ‘CLOSING THE GAP’ THROUGH INDIGENOUS ...»

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Kanter, R. M., and Summers, D. V. 1994. “Doing well while doing good: Dilemmas of performance measurement in nonprofit organizations and the need for a multipleconstituency approach.” In Public sector management: Theory, critique and practice, edited by D. McKevitt and A. Lawton, 220–236. London: Sage.

Kaplan, R. S. and Norton, D. P. 1992. “The balanced scorecard: Measures that drive performance.” Harvard Business Review Jan-Feb: 71-79.

Kaplan, R. S. and Norton, D. P. 1996. The balanced scorecard: Translating strategy into action. Boston: Harvard Business School Press.

Kaplan, R. S. 2001. “Strategic performance measurement and management in nonprofit Organizations.” Nonprofit Management and Leadership 11(3): 353-370.

Kendall, J. and Knapp, M. 2000. “Measuring the performance of voluntary organizations.” Public Management: An International Journal of Research and Theory 2(1): 105Klein, N. 2000. No Logo. Flamingo: London.

Klein, N. 2007. The shock doctrine: the rise of disaster capitalism, Penguin Group: Australia.

Langton, M. 2015. Community of the empowered. The Australian, 15 February: 18.

Lee, C. and Nowell, B. 2014. “A framework for assessing the performance of nonprofit organizations.” American Journal of Evaluation DOI: 10.1177/1098214014545828 Little, W. 2005. “Charities ready to play with the big boys but say ‘let’s be fair’.” Health Service Journal 27: 14-15.

Lui, G., Eng, T., and Takeda, S. 2015. “An Investigation of Marketing Capabilities and Social Enterprise Performance in the UK and Japan.” Entrepreneurship Theory and Practice 39(2): 267-298.

Lynch-Cerullo, K. and Cooney, K. 2011. “Moving from outputs to outcomes: A review of the evolution of performance measurement in the human service nonprofit sector.” Administration in Social Work 35(4): 364-388.

Martikke, S. 2008. Commissioning: Possible–Greater Manchester VCS organizations’ experiences in public sector commissioning. Manchester: Greater Manchester Centre for Voluntary Organization.

Median-Borja, A. and Triantis, K. 2007. “A conceptual framework to evaluate performance of nonprofit social service organizations.” International Journal of Technology Management 37: 147-161.

Mitchell, P.R. and Schoeffel, J. eds. 2002. Understanding Power: the indispensable Chomsky.

New York: The New Press.

Moore, M. H. 2003. The ‘public value scorecard’: A rejoinder and an alternative to ‘strategic performance measurement and management in non-profit organizations’ by Robert Kaplan (Hauser Center for Nonprofit Organizations Working Paper, no. 18). Boston, MA: Hauser Center for Nonprofit Organizations, Harvard University.

Moxham, C. 2009. “Performance measurement: examining the applicability of the existing body of knowledge to nonprofit organizations.” International Journal of Operations and Production Management 29(7): 740-763.

Closing the Gap Through Indigenous Social Enterprise 24 Moxham, C. 2009b. Quality or quantity? Examining the role of performance measurement in nonprofit organizations in the UK. Paper presented at the16th International European Operations Management Association Conference, Goteborg, Sweden.

Moxham, C. 2010. “Help or hindrance? Examining the role of performance measurement in

UK nonprofit organizations.” Public Performance and Management Review 33(3):

342-354 Moxham, C. and Boaden, R. 2007. “The impact of performance measurement in the voluntary sector: identification of contextual and processual factors.” International Journal of Operations & Production Management 27(8): 826-45.

Neely, A. 1999. “The performance measurement revolution: why now and what next?” International Journal of Operations & Production Management 19(2): 205-28.

Newcomer, K. 1997. “Using performance measurement to improve programs. In Using performance measurement to improve public and nonprofit programs, edited by K.

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Oster, S. M. 1995. Strategic management for nonprofit organizations: theory and cases. New York: Oxford University Press.

Penna, R. M. 2011. The nonprofit outcomes toolbox: A complete guide to program effectiveness, performance measurement, and results. Hoboken, NJ: John Wiley.

Peterson, N. 2005. “What can the pre-colonial and frontier economies tell us about engagement with the real economy? Indigenous life projects and the conditions for development. In Culture, economy and governance in Aboriginal Australia, edited by D. Austin-Broos, D. and G. Macdonald, 7-18. Sydney: Sydney University Press.

Poister, T.H. 2003. Measuring Performance in Public and Nonprofit Organisations.

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Prime Minister of Australia. 2015. "Statement to House of Representatives - Closing the Gap." Parliament House, 11 February. http://www.pm.gov.au/media/2015-02statement-house-representatives-closing-gap-parliament-house.

Prime Minister of Australia. 2015. "Statement to House of Representatives - Closing the Gap." Parliament House, 11 February. http://www.pm.gov.au/media/2015-02statement-house-representatives-closing-gap-parliament-house.

Sanger, M. 2008. “From measurement to management: Breaking through the barriers to state and local performance.” Public Administration Review 6(1): 70-85.

Sawhill, J. C. and Williamson, D. 2001. “Mission impossible? Measuring success in nonprofit organizations.” Nonprofit and Voluntary Sector Quarterly 11: 371–386.

Stevens, R. Moray, N. and Bruneel, J. 2014. “The social and economic mission of social enterprises: dimensions, measurement, validation and relation.” Entrepreneurship Theory and Practice DOI: 10.1111/etap.12091.

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