In conjunction with an overview of the organizational structure of the municipality of Arvika the Balanced Scorecard was introduced as a management model. After the Balanced Scorecard has been in use over a period of years the conception of it varies throughout the organization.

The purpose of this study is identifying which factors are facilitating and which factors are obstructing when implementing the Balanced Scorecard in the municipality of Arvika. This is a case study of the staff organization of the municipality of Arvika. The study is explanatory as our objective is to describe why the current situation appears as it does today. A qualitative method has been applied during this study. Empirical data has been collected through interviewing 17 managers and supervisors at various administrative levels within the organization.

The result of the study shows that there are several factors which are facilitating as well as several factors which are hindering in the implementation of the Balanced Scorecard. Examples of factors obstructing the implementation are the lack of information of the management model as well as the absence of a project organization. Factors such as that the model is perceived to be effective and useful within the organization as well as that it enables an undifferentiated monitoring throughout the organization are examples of facilitating factors.