Performance management systems in Lebanese private higher education institutions: design and implementation challenges

Abstract

PurposeThe purpose of this study is at creating a performance management system template based on the Balanced Scorecard (BSC) framework, which could lead the scorecard to function properly at Arts, Sciences and Technology University in Lebanon (AUL) and, as assumed, in other Lebanese private higher educational institutions.Design/methodology/approachThis study compares existing theoretical models applied in private higher education institutions (HEIs) in Lebanon. It adopts inductive approach with semi-structured interviews that helped the authors understand the way BSC is implemented in the private Lebanese institutions.FindingsThis study suggested a customizable BSC to be used at AUL and other Lebanese private HEIs to enhance and calibrate their organizational performance.Originality/valueMany researchers have investigated the use of Robert Kaplan and David Norton's BSC in various types of organizations, but there was no specific study describing the Lebanese higher education system. This study investigates the use of the BSC framework in Lebanese private HEIs taking Arts, Science and Technology University in Lebanon (AUL) as a sample. Moreover, this study also adapted a BSC model to the case of a private HEI, which extends the current body of literature related to the use, implementation and adaptation of the BSC.