ABSTRACT
Social impact evaluation requires a paradigm shift from the traditional performance measurement associated with business and management studies. The impact analyst has to identify which intended effects are central to the investigated organizational activity. In this it is important to consider a range of stakeholders and the different effects they might benefit from, as highlighted in basically every guide to social impact measurement. The steps integrate different types of evidence and a variety of research designs, depending on what impact analysts, be they from within our outside the investigated organization, want to find out and what kind of data the analysts can get hold of. At any rate, the impact assessment should be iterative in character and allow for the revision of measurement components based on insights gained during the research process. When both logic model and operational strategy are straightforward, simpler impact evaluation approaches, closer to traditional accounting techniques or managerial performance management tools, might be suitable.
