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.
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.
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.
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.
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.
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.
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.
Philbin, S.P. (2011), "Design and implementation of the Balanced Scorecard at a university institute", Measuring Business Excellence, Vol. 15 No. 3, pp. 34-45. https://doi.org/10.1108/13683041111161148
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