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The 2010 eruption of Mt. Merapi volcano in Indonesia was a major regional disaster. A community-based ecotourism was implemented in one village as a new alternative to recover from the event. The Participatory Innovative Learning and Action Research method was employed, with Pancoh Ecotourism Village as its focus. The researchers and villagers collected data using a variety of methods. After four years, growth emerged, and revenues increased. This success was partly due to the widespread training offered by universities, the use of the venue as an education site for sustainability, plus strong presentation of the nature and culture of the village lifestyle, which is attractive for urban citizens.

School principals have difficulty embracing the competing demands of school restructuring. These demands include being accountable for the outcomes of other decision‐making groups within, or external to, the school community; having strong views while making decisions collaboratively; and using group processes without wasting the time, commitment, motivation and goodwill of those involved. The three sets of tensions were named the accountability, autonomy, and efficiency dilemmas, respectively. This paper outlines the development of an instrument to determine the saliency of particular domains of decision making in which these dilemmas are experienced by school principals. The instrument was trialled in Australia and New Zealand using Rasch analysis to check the fit of items. The instrument is currently being applied in The Netherlands, Australia and Taiwan, with other countries to follow.

The deteriorating relationship between humans and the environment is a cause for our concern. On one hand, the human influence on nature has resulted in global climate change and a decline in the health of the world's oceans. On the other hand, it is evident that humans cannot adapt to new ecological conditions, as evidenced by new diseases. Is there any way out of the crisis?

The purpose of this paper is to focus on the comparative analysis of the Balanced Scorecards of four higher education institutions and aims to define the general framework of the Balanced Scorecard for the higher education institution which concerns: the structure and elements of the Balanced Scorecard; development of the Balanced Scorecards on the different levels of the management system of the higher education institution; definition of the main functions of the Balanced Scorecard which it performs in the process of the strategic management of the German higher education institutions. Balanced Scorecard is analyzed as a strategic management system that translates a higher education institution’s strategy into a comprehensive set of performance measures that provides a framework for a strategic measurement and management system.

The comparative content analysis of the Balanced Scorecards of one Austrian and three German higher education institutions – Johanes Gutenberg University Mainz, Münster University of Applied Sciences (Fachhochschule Münster), Cologne University of Applied Sciences (Fachhochschule Köln), Montan University Leoben.

Using a comparative analysis of the Balanced Scorecards of four higher education institutions this paper argues that Balanced Scorecard provides a systemic view of the strategy of a higher education institution. It ensures a full complex framework for implementation and controlling of the strategy and sets a basis for further learning in the process of the strategic management of the higher education institution according to the scheme “plan-do-check-act”.

This paper provides a basis for the substantial further work on the development of the general framework of the Balanced Scorecard for the higher education institution.

The framework presented in this paper can be used as the basis for the development of general framework of the Balanced Scorecard of the higher education institution.

The framework presented in this paper can be used as the basis for the development of general framework of the Balanced Scorecard of the higher education institution.

This paper indicates the particularities of the structure and elements of the Balanced Scorecard, its development in the different levels of the management system of the higher education institution.

The purpose of this paper is to provide higher education institutions with strategies of continuing education and methods to communicate and implement these strategies.

The balanced scorecard approach is used to implement the strategy. It translates the strategy into tangible objectives, measures and targets and balances them into four different perspectives: customer, finance, internal processes, and learning.

The strategy of focus combined with the strategy of cost‐efficiency is applicable for higher education institutions. These strategies can be adjusted, for example, to profitable growth in continuing education.

The balanced scorecard approach can be used widely in higher education institutions and with slight modifications in other public sector organisations. The customer perspective typically includes the desired objectives in the public sector, contrary to the private sector where it is reasonable to place finance at the top of the perspectives.

The study also presents a useful example of how the strategy can be described using the concept of a strategy map and numerical balanced scorecards.

It turns out that the strategies of focus and cost‐effectiveness and the balanced scorecard approach, developed in the business literature, can be successfully applied in continuing education.

This paper describes the framework employed in strategy formulation by the Vocational Training Council’s Hong Kong Institute of Vocational Education. The proposed framework integrates three widely used business management strategic tools together with the education criteria 1999 adopted from the Malcolm Baldrige National Quality Award (MBNQA) for strategy development in vocational education. The methodology of the proposed framework used is to conjoin the SWOT matrix with the balanced scorecard (BSC), identifying the four critical successful perspectives. Then the next step is to analyse the MBNQA education criteria 1999 for education performance excellence using quality function deployment (QFD) methodology.

The purpose of this paper is to apply analysis of public discourses on Ze Xiao to explore and interpret the power relationships shaping inequality in admission to public junior high schools in urban China.

This study first introduces the rise of Ze Xiao as an educational phenomenon in China. It then elucidates power relationships in public school admission by analyzing continuities and changes in stakeholders’ interaction in public school admission. It concludes by discussing educational reform for equal public school admission in urban China. Data were collected from written and spoken texts about public school admission, including newspaper articles from the 1980s to the 2000s, policy documents and interviews with relevant stakeholders.

Findings demonstrate that multi-layered power relationships caused diverse inequalities in admission to public secondary education in urban China. These are represented by political and institutional privileges and an imbalance in education development during the social transition from a profit-driven approach in the 1990s to a balance-centered one after 2000. Arguably, there is a necessity to further promote a systematic reform to terminate the privileges and imbalance for an equal and balanced public secondary education in urban China post-2015.

This study attempts to make a contribution toward reconstructing the meaning of inequality in admission to public junior high schools in urban areas by revealing the power relationships among stakeholders constituted through their interactions in public education during the different stages of socio-economic development in urban China.

The purpose of this paper is twofold: first, to highlight the congruence and roles of the balanced scorecard in the quality assurance practices in higher education institutions, and second, to propose a balanced scorecard model for higher education institutions.

A descriptive literature review was used to understand the balanced scorecard, quality assurance practice (System model) and characteristics of the higher education institutions.

Used appropriately, the philosophical tenets of the perspectives of the balanced scorecard seem to be congruent with the input, process and output dimensions of quality assurance practices. Thus, if the core functions of higher education are explicitly represented in each perspective, the balanced scorecard seems important for materializing the input, process and output dimensions of quality assurance in higher education institutions. It may help to track and measure the status of higher education institutions in each quality assurance dimension and ultimately help to align each dimension with the university’s vision.

The paper relied on the description of previous literature. Therefore, as it did not depend on the empirical evidences, the conclusions derived in the paper are more argumentative.

The paper will add an input to the ongoing discussions on the applications of the balanced scorecard to higher education institutions. Moreover, the proposed model of the balanced scorecard may help higher education managers to assess the performances of higher education institutions and their academic disciplines according to their areas of excellence.

This paper attempts to undertake a literature review on the balanced scorecard and its roles to the quality assurance practices in higher education. In addition, the congruence between the balanced scorecard and the contemporary characteristics of the higher education institutions is also explored.

The purpose of this paper is to demonstrate the use of the Balanced Scorecard in a higher education distance learning environment, and to highlight the importance of financial strategies.

Following a review of the existing literature, case studies and management best practices, the authors use their university as an example to develop a second‐generation Balanced Scorecard including a strategy map and scorecard.

Higher education organizations with well‐defined financial strategies that are linked to educational outcomes will be well positioned for success even as their funding models change.

The scorecard was created for a publicly funded university and thus some features may be less relevant to privately funded universities.

This paper demonstrates a working, second‐generation Balanced Scorecard and provides practitioners with a proven example of a strategy map and its resultant scorecard. In addition, considerations for the development of a scorecard in higher education are provided as well as working financial strategies for a university.

The paper demonstrates the use of a BSC within a higher education distance learning environment and highlights the importance of financial strategies for higher education at a time when most universities are focused on performance metrics associated with learning.