Purpose
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.
Design/methodology/approach
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.
Findings
The study identified how the development of scorecard reports that include economic and nonโeconomic measures can improve the operational management of a university institute through providing tangible benefits to stakeholders.
Research limitations/implications
The scorecard was investigated at an industryโsupported university institute and so features of the scorecard design and implementation may be less relevant to other types of organisations.
Practical implications
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.
Social implications
The role of intellectual capital and soft measures as systemic determinants of performance is discussed and this is viewed in terms of universityโindustry collaborations.
Originality/value
A comprehensive literature review underpins a twoโyear 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.