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Design and implementation of the Balanced Scorecard at a university institute

Design and implementation of the Balanced Scorecard at a university institute Purpose – The purpose of this research is to identify how the management of university institutes can be improved through adoption of an integrated performance measurement system based on the Balanced Scorecard. Design/methodology/approach – Through building on literature studies and management best practice, formulation of the performance measurement system was explored. The Balanced Scorecard solution was then designed and implemented at a university institute. Benefits and outcomes are discussed through reflective analysis of the case study investigation. Findings – The study identified how the development of scorecard reports that include economic and non‐economic measures can improve the operational management of a university institute through providing tangible benefits to stakeholders. Research limitations/implications – The scorecard was investigated at an industry‐supported university institute and so features of the scorecard design and implementation may be less relevant to other types of organisations. Practical implications – This research paper provides details on how the scorecard has been modified to provide an accessible and durable measurement system. The paper includes specific guidance for practitioners who are considering implementing the scorecard. Social implications – The role of intellectual capital and soft measures as systemic determinants of performance is discussed and this is viewed in terms of university‐industry collaborations. Originality/value – A comprehensive literature review underpins a two‐year research project involving strategy mapping, design and implementation of the Balanced Scorecard. Advice on modification of the scorecard and provision of representative data and information from reports serve to further the scorecard research agenda. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Measuring Business Excellence Emerald Publishing

Design and implementation of the Balanced Scorecard at a university institute

Measuring Business Excellence , Volume 15 (3): 12 – Aug 30, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1368-3047
DOI
10.1108/13683041111161148
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this research is to identify how the management of university institutes can be improved through adoption of an integrated performance measurement system based on the Balanced Scorecard. Design/methodology/approach – Through building on literature studies and management best practice, formulation of the performance measurement system was explored. The Balanced Scorecard solution was then designed and implemented at a university institute. Benefits and outcomes are discussed through reflective analysis of the case study investigation. Findings – The study identified how the development of scorecard reports that include economic and non‐economic measures can improve the operational management of a university institute through providing tangible benefits to stakeholders. Research limitations/implications – The scorecard was investigated at an industry‐supported university institute and so features of the scorecard design and implementation may be less relevant to other types of organisations. Practical implications – This research paper provides details on how the scorecard has been modified to provide an accessible and durable measurement system. The paper includes specific guidance for practitioners who are considering implementing the scorecard. Social implications – The role of intellectual capital and soft measures as systemic determinants of performance is discussed and this is viewed in terms of university‐industry collaborations. Originality/value – A comprehensive literature review underpins a two‐year research project involving strategy mapping, design and implementation of the Balanced Scorecard. Advice on modification of the scorecard and provision of representative data and information from reports serve to further the scorecard research agenda.

Journal

Measuring Business ExcellenceEmerald Publishing

Published: Aug 30, 2011

Keywords: Balanced scorecard; Multidisciplinary university institute; Performance measurement system; General management; Working practices; Performance measurement (quality)

References