FROM PURPOSE TO IMPACT DESIGNING SASB+ IMPACT STRATEGIC SCORECARD

Corporate purpose has become a central concept in contemporary management discourse, as firms are increasingly expected to articulate a role in society that goes beyond profit maximization. However, despite its growing prominence, purpose often remains aspirational and weakly connected to organizational decision-making and measurable societal outcomes. This thesis addresses the resulting purpose–impact gap by examining how purpose can be translated into actionable and accountable impact through appropriate governance and measurement systems. The study develops a structured literature review on corporate purpose, impact measurement, and strategic performance management, with particular attention to international standards for sustainability disclosure and impact measurement. It critically analyses the strengths and limitations of disclosure-oriented frameworks, such as SASB and European sustainability standards, and contrasts them with outcome-oriented impact measurement approaches, including the Impact Management Project and Impact Measurement and Management frameworks. Building on this analysis, the thesis identifies key design requirements for measuring impact in a way that is decision-useful, outcome-oriented, and aligned with strategic management. On this basis, the thesis proposes the conceptual design of a SASB+ Impact Strategic Scorecard, conceived as a translation device that links corporate purpose to strategic objectives, managerial actions, and measurable impact outcomes. The framework integrates materiality discipline, causal logic, leading and lagging indicators, and evidence requirements to support governance and accountability. The proposed scorecard is then examined in the context of Italian Benefit Corporations (Società Benefit) and empirically informed by firms exhibiting an “impact-flywheel” dynamic, illustrating how purpose-driven organizations operationalize impact within their management systems. By bridging purpose theory, impact measurement standards, and strategic performance management, this thesis contributes to the understanding of how organizations can move from declarative purpose statements to measurable and governable societal impact.