The Impact of BSC Implementation In Higher Education Institution: Evidence from Past Studies

Peter u. Anuforo, Hazeline Ayoup, Ahmad Haruna Abubakar


The intensity of competition among contemporary Higher Education Institution (HEIS) has led to many of such institutions to focus more on how to provide high quality education so as to attain a suitable position in the university world ranking by implementing a suitable management performance. This paperaims to examine the impact of Balanced Scorecard (BSC) implementation in HEIS. The conceptual issues of BSC concept basically stem from the questions raised by the four perspectives. Although, there are other issues of BSC that are associated with the implementation process. We found out that the BSC can be strategically implemented through the use of strategy maps. We also found out that effective BSC implementation requires links to be developed among any of the BSC perspective so as to reflect cause and effect relationships as well as a suitable strategy map that will align and link the institution’s mission, visions, strategy and objectives respectively. BSC is a modelthat can be implemented in several ways.


The unique basic criterion is that it must be modified to suit a particular institution needs. Essentially, buy-in from employees and support from senior management in BSC implementation is paramount.

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