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A REVIEW OF BALANCED SCORECARD FRAMEWORK IN HIGHER EDUCATION INSTITUTION (HEIS)

Fahmi Fadhl Al-Hosaini · Saudah bt Sofian

81 citations0/0 files storedInternational Review of Management and Marketing

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Accounting and Organizational Management Higher Education Governance and Development Information Technology Governance and Strategy

Abstract

Many studies have been conducted to investigate the effectives of the BSC in organisations. It is observed that many organisations adopt different perspectives suitable for their functions in line with their vison, mission and strategic themes. Some reseachers have highlighted its relevance to Higher Education institutions. However, previous studies have not defined wich perspectives are most relevant for public HEIs, which are not for profit by nature. Higher Educational Institutions (HEIs) are involved in routine processes of providing tertiary education in colleges, universities, and institutes including both undergraduate and postgraduate programmes, vocational and education training. One of the aims of HEIs is to achieve results in terms of products and services for the customers and other stake holders. In this paper, we review recent studies in top journals using the Balanced Scorecard Framework in HEIs. The paper identifies the relenvant perspectives for HEIs and presents its contextual analysis. When implemented, this can be used to monitor their performance and enable them to adjust to emerging challenges that come as a result of implementing key strategies. Keywords: Balanced Scorecard; Higher Educational Institutions JEL Classifications: M1; M41

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References

1992The balanced scorecard : measures that drive performance 1996Using the balanced scorecard as a strategic management system 2000The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment 1998Putting the Balanced Scorecard to Work 2003Strategy Maps: Converting Intangible Assets into Tangible Outcomes 2001Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I 1998Are Nonfinancial Measures Leading Indicators of Financial Performance? An Analysis of Customer Satisfaction 2001Having trouble with your strategy? Then map it.

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