BALANCED SCORECARD AS A STRATEGIC TOOL FOR ENHANCING PERFORMANCE IN NATIONAL SPORTS FEDERATIONS

Abstract

The Balanced Scorecard (BSC), introduced by Kaplan and Norton (1992), offers a multidimensional framework for strategic performance management that transcends traditional financial metrics. This paper explores the adaptation of the BSC for National Sports Federations (NSFs) to enhance governance, accountability, and overall performance. NSFs operate in complex environments with diverse stakeholders, limited resources, and multiple objectives, including athlete development, community engagement, and international competitiveness. By integrating financial management, stakeholder satisfaction, internal processes, and learning and growth perspectives, the BSC provides a holistic tool for aligning strategic objectives with operational activities. The study highlights potential outcomes such as strategic alignment, evidence-based performance monitoring, enhanced accountability, and organizational learning, while acknowledging barriers including resistance to change, data limitations, and lack of expertise. Recommendations focus on phased implementation, capacity building, and inclusive stakeholder engagement. The findings underscore the potential of the BSC to transform NSFs into transparent, professional, and sustainable organizations capable of fostering both sporting excellence and broader societal impact.