University performance evaluation and strategic mapping using balanced scorecard (BSC): Case study – Sohar University, Oman

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.

Citation

Alani, F.S., Khan, M.F.R. and Manuel, D.F. (2018), "University performance evaluation and strategic mapping using balanced scorecard (BSC): Case study – Sohar University, Oman", International Journal of Educational Management, Vol. 32 No. 4, pp. 689-700. https://doi.org/10.1108/IJEM-05-2017-0107