Balanced scorecard implementation in higher education: An Emirati perspective

Abstract

Considering the lack of research focusing on the use of the Balanced Scorecard (BSC) as performance evaluation tool in Emirati higher education institutions, the main purpose of the study is to present a basis for a more general BSC model helping higher education managers in UAE environment for evaluating and managing the performance of their institutions. This paper is based on the case study as a research method. However, the relevance of this case study lies in the use of a joint approach combining SWOT analysis and BSC and generating an integrated strategic management system. The study comes up with a strategic evaluation plan considering the 4 BSC perspectives and designs the strategy map for it in the case of the Emirates College of Business. In this research, the traditional customer perspective of Kaplan and Norton is replaced by the students and stakeholders perspective. It is found that there is a limitation in the effective strategic problem that leads to the recruitment and placement issues, increased costs, student retention, lack of partnerships, a decrease in annual growth of income and poor performance management that can be managed through effective strategic planning. The study also reflects that there is a range of opportunities that can be exploited using the strengths in order to achieve the goals. The outcomes of this study case can be employed in the strategic planning of ECB and all other Emirati business institutions can be inspired.

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