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Community Welfare Organisations (CWOs) perform an important role in society. Many develop large structures and command significant economic resources in order to undertake their work. While the literature shows a significant increase in the use of performance reporting by CWOs, scholars have noted that little is known about the processes through which performance reports are developed and deployed. This paper attempts to fill this lacuna by explaining, through the application of Strategic Choice Theory, the development and deployment of performance reporting by a CWO.
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