Applying GRA to construct the system of Balance Score card in nonprofit organization

This research has used grey relational analysis to conduct a case study in order to construct a balanced scorecard system (BSC) for the National Museum of Natural Science (NMNS) in the process of a decisive organizational change. The key performance indicators (KPI) for the NMNS prior to and after organizational or structural changes were also investigated. The findings show that: 1). KPI places emphasis on the growth rate of customers and promotion of public relations in the financial perspective, in order to enhance customers´ satisfication and improve service quality as evalued from the customer perspective. Meanwhile, the project highlights senior managers´ involvement with the informational technology so that they are able to deal with the applied cases not only from the internal process perspetive, but also from employees´ professional ability and satification from the learning perspective; 2). A different set of KPI, that is caused by organizational changes, deserves further investigations; 3). Differences between profit- and nonprofit-organizations on the above four perspectives of BSC lie in the fact that nonprofit organizations usually pay more attention to the customer perspective; 4) The findings can serve as an example for NMNS to carry BSC into effect. Other nonprofit organizations may find them useful in their business operations and developmental projects.