627
Views
12
CrossRef citations to date
0
Altmetric
Original Articles

Influence of the balanced scorecard on the science and innovation performance of Latin American universities

, &
Pages 373-383 | Received 02 Oct 2018, Accepted 21 Dec 2018, Published online: 01 Feb 2019

References

  • Agostino, D., & Arnaboldi, M. (2012). Design issues in balanced scorecards: The “‘ what ’” and “‘ how ’” of control. European Management Journal, 30, 327–339.
  • Al-Ashaab, A., Flores, M., Magyar, A., & Doultsinou, A. (2011). A balanced scorecard for measuring the impact of industry- University collaboration. Production Planning and Control, 22(5–6), 554–570.
  • Al-Hosaini, F., & Sofian, S. (2015). A review of balanced scorecard framework in Higher Education Institution (HEIs). International Review of Management and Marketing, 5(1), 26–35.
  • Altbach, P. G., Reisberg, L., & Rumbley, L. E. (2009). Trends in global higher education: Trackingan academic revolution. Paris: UNESCO.
  • Ankrah, S., & Al-Tabbaa, O. (2017). Universities — Industry collaboration: A systematic review science direct. Scandinavian Journal of Management, 31(3), 387–408.
  • Bernard, C. (1968). The functions of tthe executive. USA: Harvard Univ Press.
  • Briqa’an, A. M., & Alqurashi, A. A. (2012). Governance and role of universities in the face of challenges. Paper presented at the 17th International Scientific Conference, The Lebanese Association For The Advancement Of Science, Lebanon.
  • Broadbent, J., & Laughlin, R. (2009). Performance management systems: A conceptual model. Management Accounting Research, 20, 283–295.
  • Chen, S.-H., Ching-Chow Yang, -C.-C., & Jiun-Yan Shiau, J.-Y. (2006). The application of balanced scorecard in the performance evaluation of higher education. The TQM Magazine, 18(2), 190–205.
  • Corbetta, P. (2007). Metodología y técnicas de investigación social. Madrid: McGraw Hill.
  • Damian, J., Montes, E., & Arellano, L. (2010). Los estudios de opinión de empleadores. Estrategia para elevar la calidad de la educación superior no universitaria. REICE. Revista Iberoamericana Sobre Calidad, Eficacia Y Cambio En Educación, 8(3), 180–203.
  • Dresch, A., Lacerda, D. P., & Cauchick Miguel, P. (2015). A distinctive analysis of case study, action research and design science research. Revista Brasileira De Gestão De Negócios, 17(56), 1116–1133.
  • Ferreira, A., & Otley, D. (2009). The design and use of performance management systems: An extended framework for analysis. Management Accounting Research, 20, 263–282.
  • Franceschini, F., & Turina, E. (2013). Quality improvement and redesign of performance measurement systems: An application to the academic field. Quality and Quantity, 47(1). doi:10.1007/s11135-011-9530-1
  • Gadenne, D., & Sharma, B. (2009). Balanced scorecard implementation in the public sector: Lessons learnt in a large local government authority. Presented at AFAANZ conference. Retrieved from http://www.afaanz.org/openconf/2009/modules/request.php?module=oc_proceedings&action=view.php&a=Accept+as+Forum&id=228
  • Gibbert, M., Ruigrok, W., & Wicki, B. (2008). What passes as a rigorous case study? Strategic GManagement Journal, 29(3), 1465–1474.
  • Ittner, C. D., Larcker, D. F., & Randall, T. (2003). Performance implications of strategic performance measurement in financial services firms. Accounting, Organizations and Society, 28, 715–741.
  • Kaplan, R., & Norton, D. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, 74(1), 75–85.
  • Kaplan, R., & Norton, D. (2000). Having trouble with your strategy? Then map it. Harvard Business Review, 78(5), 167–178.
  • Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard – Measures that drive perfromance. Harvard Business Review, 70(1), 71–79.
  • Kaplan, R. S., & Norton, D. P. (2001). Transforming the balanced scorecard from performance measurement to strategic management: Part II. Accounting Horizons, 15(2), 147–160.
  • Kaplan, R. S., & Norton, D. P. (2006). Alignment: Using the balanced scorecard to create corporate synergies. Boston: Harvard Business School Press.
  • Khalid, S., Knouzi, N., Tanane, O., & Talbi, M. (2014). Balanced scoreboard, the performance tool in higher education: Establishment of performance indicators. Procedia Social and Behavioral Sciences, 116, 4552–4558.
  • Kraus, K., & Lind, J. (2010). The impact of the corporate balanced scorecard on corporate control — A research note. Management Accounting Research, 21, 265–267.
  • Langfield, K. (1997). Management control systems and strategy: A critical review. Accounting, Organizations and Society, 22(2), 207–232.
  • Lawrence, S., & Sharma, U. (2002). Commodification of education and academic LABOUR — Using the balanced scorecard in a university setting. Critical Perspectives on Accounting, 13(October), 661–677.
  • Lee, B., Collier, P., & Cullen, J. (2007). Reflections on the use of case studies in the accounting, management and organizational disciplines. Qualitative Research in Organizations and Management: an International Journal, 2(3), 169–178.
  • Liviu, C., Sorina, G., & Radu, O. (2008). Strategic control and the performance measurement systems. Annals of the University of Oradea, Economic Science Series, 17(4), 189–194.
  • Markovic, N., Petkovic, D., Moljevic, S., Maric, B., & Gojkovic, R. (2015). Possibilities of implementation of the balanced scorecard method in higher education. 9th International Quality Conference, Kragujevac, Serbia.
  • Mohamad-Ishak, M., Suhaida, M. S., & Yuzainee, M. Y. (2009). Performance measurement indicators for academic staff in Malaysia private heigher education institutions: A case study in INITEN. Performance Measurement Association Conference PMA 2009. New Zealand: University of Otago.
  • Neely, A., Mike, G., & Platts, K. (1995). Performance measurement system design: A literature review and research agenda. International Journal of Operations and Production Management, 15(4), 80–116.
  • Niven, P. R. (2008). Balanced scorecard step-by-step for government and nonprofit agencies. Hoboken, NJ: John Wiley & Sons Inc.
  • Northcott, D., Llewellyn, S., & Kober, R. (2008). Testing the cause effect of the relationships in a public sector balanced scorecard. Presented at AFFAAN Conference. Sydney.
  • Olve, N. G., Roy, J., & Wetter, M. (2002). Implantando y Gestionando el Cuadro de Mando Integral (Editorial). España: Barcelona.
  • Philbin, S. (2008). Process model for university—Industry research collaboration. European Journal of Innovation Management, 11, 488–521.
  • Pietrzak, M., Paliszkiewicz, J., & Klepacki, B. (2015). The application of the balanced scorecard (BSC) in the higher education setting of a Polish university. Online Journal of Applied Knowledge Management, 3(1), 151–164.
  • Pritchard, R. D., Roth, P., Jones, S., & Roth, P. G. (1990). Implementing feedback systems to enhance productivity: A practical guide. National Productivity Review, 10(1), 57–67.
  • Ridwan, R., Harun, H., An, Y., & Fahmid, I. M. (2013). The impact of the balanced scorecard on corporate performance : The case of an Australian public sector enterprise. International Business Research, 6(10), 103–110.
  • Sayed, N. (2013). Ratify, reject or revise : Balanced scorecard and universities. International Journal of Educational Management, 27(3), 203–220.
  • Spender, J. C. (2014). Business strategy. Managing uncertainty, opportunity, & enterprise. Oxford: Oxford University Press.
  • Tangen, S. (2005). Insights from practice: Analyzing the requirements of performance measurement systems. Measuring Business Excellence, 9(4), 46–54.
  • UNESCO. (2015). América Latina y el Caribe. Revisión Regional 2015 de la Educación para Todos. Retrieved from http://unesdoc.unesco.org/images/0023/002327/232701s.pdf
  • Vallés, M. (1997). Técnicas cualitativas de investigación social. Reflexión metodológica y práctica profesional. Madrid: Editorial Síntesis.
  • Villarreal, O., & Landeta, J. (2010). El estudio de casos como metodología de investigación científica en dirección y economía de la empresa. Una aplicación a la internacionalización. Investigaciones Europeas de Dirección Y Economía de La Empresa, 16(3), 31–52.
  • Wiersma, E. (2009). For which purposes do managers use balanced scorecards? An empirical study. Manegement Accounting Research, 20, 239–251.
  • Yin, R. K. (2009). Case study research: Design and methods (4th ed.). Newbury Park, CA: Sage.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.