The Implementation of Balance Scorecard and Its Impact on Performance: Case of Universiti Utara Malaysia
Keywords:
Balance Scorecard; Critical Success Factor; Performance Indicators; Performance Management; Performance Measurement; Universiti Utara Malaysia.
Abstract
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 adopting a suitable performance management. This study aims to demonstrate how UUM implement and uses the BSC to enhance and improve its strategic plans by addressing the issues facing its strategic management process. This study employed a qualitative case study approach. Data were collected using interview and reviewing the university quarterly and annual reports, organizational structure and the university’s webpage as well as its news bulletins. Data were analyzed qualitatively using thematic analysis. Consistent with Kaplan and Norton BSC model in public sector, findings indicates that the case institution implements the BSC ideology by adapting the concept such that it reflects the unique contextual needs of UUM. This study found that in implementing the BSC project, the university staff’s buy-in, top management commitment, organizational culture and communication strategy has significant effects on the case institution’s performance. Also, findings revealed that the implementation of BSC ideology in UUM has a significant impact on its performance in that it helps in improving the case institution’s overall university rankings. The implication of BSC implementation in UUM is that it helps the university management to monitor its performance with regard to its 2016-2020 phase II strategy plans. Future study should consider more institution that implements BSC so as to get more detail results that may be generalized.
References
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Elola, L. N., Tejedor, J. P., & Tejedor, A. C. P. (2016). Analysis of the causal relationships in the balanced scorecard in public and private Spanish Universities through structural equation modelling. The Business & Management Review, 7(5), 18.
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Gamal, A., & Soemantri, A. I. (2017). The Effect of Balanced Scorecard on the Private College Performance (Case Study at the University of WR Supratman Surabaya). Archives of Business Research, 5(5).
Gmelch, W. H., & Wolverton, M. (2002). An Investigation of Dean Leadership.
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Hu, B., Leopold-Wildburger, U., & Strohhecker, J. (2017). Strategy Map Concepts in a Balanced Scorecard Cockpit Improve Performance. European Journal of Operational Research, 258(2), 664-676.
Huang, C. D., & Hu, Q. (2007). Achieving IT-Business Strategic Alignment via Enterprise-Wide Implementation of Balanced Scorecards. Information Systems Management, 24(2), 173-184.
Jusoh, R., & Parnell, J. A. (2008). Competitive Strategy and Performance Measurement in the Malaysian Context: An Exploratory Study. Management Decision, 46(1), 5-31.
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Kaplan, R. S., & Norton, D. P. (2000). Putting the Balanced Scorecard to Work. Focusing Your Organization on Strategy—with the Balanced Scorecard, 2, 2-18.
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Kaplan, R. S., & Norton, D. P. (2006b). How to Implement a New Strategy without Disrupting Your Organization. Harvard Business Review, 84(3), 100.
Karathanos, D., & Karathanos, P. (2005). Applying the Balanced Scorecard to Education. Journal of Education for Business, 80(4), 222-230.
Khomba, J. K., Vermaak, F. N., & Hanif, R. (2012). Relevance of the Balanced Scorecard Model in Africa: Shareholder-Centred or Stakeholder-Centred?. African Journal of Business Management, 6(17), 5773.
Kim, J., Suh, E., & Hwang, H. (2003). A Model for Evaluating the Effectiveness of CRM Using the Balanced Scorecard. Journal of Interactive Marketing, 17(2), 5-19.
Lee, N. (2006). Measuring the Performance of Public Sector Organisations: A Case Study on Public Schools in Malaysia. Measuring Business Excellence, 10(4), 50-64.
Lubis, A., Torong, Z. B., & Muda, I. (2016). The Urgency of Implementing Balanced Scorecard System on Local Government in North Sumatra–Indonesia. International Journal of Applied Business and Economic Research, 14(11), 7575-7590.
Lynch, R.L. And Cross, K.F. (1991), Measure Up - The Essential Guide to Measuring Business Performance, Mandarin, London
Maiga, A. S., & Jacobs, F. A. (2003). Balanced Scorecard, Activity-Based Costing and Company Performance: An Empirical Analysis. Journal of Managerial Issues, 283-301.
Marr, B., & Schiuma, G. (2003). Business performance measurement – past, present and future. Management decision, 41(8), 680–687. doi:10.1108/00251740310496198
Martello, M., Watson, J. G., & Fischer, M. J. (2016). Implementing a Balanced Scorecard in a Not-For-Profit Organization. Journal of Business & Economics Research (Online), 14(3), 61.
Merriam, S. B. (1988). Case Study Research in Education: A Qualitative Approach. Jossey-Bass.
Miles, M. B., & Huberman, A. M. (1994). Qualitative Data Analysis: An Expanded Sourcebook. Sage.
Modell, S. (2012). The Politics of the Balanced Scorecard. Journal of Accounting & Organizational Change, 8(4), 475-489.
Moon, P., & Fitzgerald, L. (1996). Delivering the Goods at TNT: The Role of the Performance Measurement System. Management Accounting Research, 7(4), 431-457.
Nambi Karuhanga, B., & Werner, A. (2013). Challenges Impacting Performance Management Implementation in Public Universities: A Case of Uganda. African Journal of Economic and Management Studies, 4(2), 223-243.
Neely, A., & Bourne, M. (2000). Why Measurement Initiatives Fail. Measuring Business Excellence, 4(4), 3-7.
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Published
2019-01-09
How to Cite
Anuforo, P. U., Ayoup, H., Mustapha, U. A., & Abubakar, A. H. (2019). The Implementation of Balance Scorecard and Its Impact on Performance: Case of Universiti Utara Malaysia. International Journal of Accounting & Finance Review, 4(1), 1-16. https://doi.org/10.46281/ijafr.v4i1.226
Section
Regular Research Article/ Short Communication Article
Copyright (c) 2019 Peter U. Anuforo, Hazeline Ayoup, Umar Aliyu Mustapha, Ahmad Haruna Abubakar
This work is licensed under a Creative Commons Attribution 4.0 International License.
