University performance evaluation and strategic mapping using balanced scorecard (BSC)

Abstract

Purpose The purpose of this paper is to analyze and explore the effectiveness of using balanced scorecard (BSC) as a management tool in the evaluation of the performance and thereby the quality services of a University. Design/methodology/approach The survey was conducted among the various faculties and departments Sohar University through a well-defined questionnaire. The collected primary data were compiled, analyzed and a critical analysis was carried out using a null hypothesis, χ2, and regression analysis. Findings Our empirical result clearly reveals that there is a strong association exists between the strategic road map and the four perspectives of BSC. Research limitations/implications The study was carried out in Sohar University, Oman and the same can be extended to all the higher educational institutions globally. Practical implications The study reveals that the key performance measures identified under the classification the four perspectives of BSC, play a crucial role in establishing the framework based on the strategic map determined by the vision and the mission of the University. Social implications The study demonstrates that the BSC concept can be introduced to an educational institution to fill up the gap created between the creation of strategy and implementation of the same. Originality/value No study has investigated the performance evaluation of a higher education institution in Oman, using the four perspectives of BSC, and this is a first hand study.

Impact of a Balanced Scorecard as a Strategic Management System Tool to Improve Sustainable Development: Measuring the Mediation of Organizational Performance through PLS-Smart

“…As time passed, BSC became a framework for converging vision and strategy into practice. It provided a comprehensive mechanism for stakeholders or executives that can translate a firm's strategic goals into an aligned and coherent set of performance procedures [7]. Researchers believe that a firm's strategic plans can be executed by practicing BSC in order to increase organizational performance [66].…”

“…BSC helps to develop a common and comprehensive point of reference for all employees and organizational business units. BSC as a strategic management tool is being used in many organizations to create a symmetry for effective control and to consider all relevant perspectives for sustainable success in a well-balanced way [7,8]. The success of implementing BSC is evident in the US, UK, Canada, Spain, China, and many more developed countries that have gained short-and long-term benefits.…”

Building a yardstick–a benchmark framework for assessing higher education management institutions

“…The BSC applied in many institutions had just gathered opinions from the top management (Hafner, 1998;Srikanthan and Dalrymple, 2003;Umashankar and Dutta, 2007;Aljardali et al, 2012;Camilleri, 2020) under all the four perspectives of BSC whereas Kerai and Saleh (2017) have limited the requirements to customer perspective alone, considering them as the major stakeholder. Shukla and Singh (2016) have identified a set of attributes from the faculty perspective for achieving excellence in management education using grounded Specific to an educational institution Hafner (1998), Sutherland (2000), Lawrence and Sharma (2002), Gumbus (2005), Papenhausen and Einstein (2006), Branes (2007), Al-Hosaini andSofian (2015), Kerai and Saleh (2017), Alani et al (2018) Generic across educational institutions Conway et al (1994), Bailey et al (1999), Ruben (1999), Chang and Chow (1999), Stewart and Hubin (2001), Srikanthan and Dalrymple (2003), Dorweiler and Yakhou (2005), Umashankar and Dutta (2007), Nayeri et al (2008), and Aljardali et al (2012), Hladchenko (2015), Roa (2016), Shukla and Singh (2016), Reda (2017), Camilleri (2020) Table 1.…”

Mediating Effects between Perspectives in Strategy Maps

“…Researchers have explored the use of the BSC to enhance the strategic performance of organizations in many sectors, including the public sector (Alhyari et al 2013;McAdam et al 2002), in the context of small and medium enterprises (SMEs) (Falle et al 2016;Singh et al 2018;Tsalis et al 2013), higher education (Alani et al 2018;Nayeri et al 2008;Tohidi et al 2010) and non-profit organizations (Aidemark 2001;Martello et al 2016).…”