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The 1970s and 1980s of the last century faced the arise of a new thought about public administration. This new thought had the intention to break away from the bureaucracy theory. Therefore, it searched for a close connection with the concepts that concern the private sector. These actions were a response to a crisis scenario that was settled in several countries. As a consequence of this, the New Public Management popped up, and it greatly influenced the State's structural reforms that were implemented in Brazil during 1990s. These reforms intended to consolidate a State that would have efficiency as one of its fundamental principles. Besides that, the movement of managerial reform in the Brazilian State also connected the public organizations with the management models that are currently adopted by capitalist enterprises, as, for example, the strategic management models. Among these, the Balanced Scorecard is certainly one of the most notorious, since it is a performance measurement tool that is capable of realizing the distinct dimensions of State activity and able to notice the differences between public and private sector activities. Hence, the Balanced Scorecard grants the measurement of the State's performance, but not only: it also assists the preparation and the implementation of the State's strategies. Given such a context, this study aimed, through a case study about the Federal Revenue Service of Brazil (RFB), to understand how the Strategic Management occurs in the Brazilian federal government by the match between the precepts of the New Public Management and the Balanced Scorecard. Keywords: Public Administration, New Public Management, Balanced Scorecard

O Controle Gerencial na Perspectiva do New Public Management: O Caso da Adoção do Balanced Scorecard na Receita Federal do Brasil