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| Government Trust Survey× | Balanced Scorecard Leistungskennzahl× | |
|---|---|---|
| Fachgebiet≠ | Public Administration | Strategisches Management |
| Familie | Process / pipeline | Process / pipeline |
| Entstehungsjahr≠ | 2017 | 1992 |
| Urheber≠ | OECD (Trust in Government programme) | Robert S. Kaplan and David P. Norton |
| Typ≠ | Population survey instrument for institutional trust | Organizational performance measurement and management system |
| Wegweisende Quelle≠ | OECD (2017). Trust and Public Policy: How Better Governance Can Help Rebuild Public Trust. OECD Public Governance Reviews. Paris: OECD Publishing. Trust in Government. link ↗ | Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79. link ↗ |
| Aliasnamen≠ | Trust in Government Survey, Public Trust Measurement, Institutional Trust Survey, Confidence in Public Institutions Survey | BSC, Balanced Scorecard Framework, Kaplan-Norton Scorecard |
| Verwandt≠ | 4 | 5 |
| Zusammenfassung≠ | A government trust survey is a population-based survey instrument for measuring how much citizens trust their public institutions and identifying the drivers of that trust. Building on the OECD's Trust in Government work, modern instruments treat trust not as a single mood but as a set of measurable expectations: that government is competent and reliable in delivering services, and that it acts on values such as integrity, openness, fairness and responsiveness. By surveying a representative sample of the population, weighting responses to the population, and analyzing trust alongside its drivers, the method produces comparable indicators that diagnose where and why public trust is high or low and what policy levers might raise it. | The Balanced Scorecard (BSC) is a strategic management system that translates organizational strategy into a coherent set of performance measures across four perspectives: Financial, Customer, Internal Process, and Learning and Growth. Developed by Kaplan and Norton (1992) in Harvard Business Review, the BSC addresses a fundamental management gap: most organizations measure what is easy to measure (financial results) while neglecting what drives results (customer satisfaction, operational efficiency, employee capability). By balancing financial outcomes with non-financial drivers, the BSC enables organizations to understand and manage strategy execution, identify causal relationships between performance drivers, and align organizational actions with strategic objectives. |
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