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Balanced Scorecard and Efficiency: Design and Empirical Validation of a Strategic Map in the University by Means of DEA

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DOI: 10.4236/ajor.2013.31003    4,225 Downloads   7,860 Views   Citations

ABSTRACT

The principal objective of the research reported in this article is to validate a Balanced Scorecard (BSC) model and a Strategic Map for the University by studying the relationships of efficiency between its dimensions. Subsequently, the validation is completed by establishing hypotheses of efficiency relationships between the perspectives proposed, employing Data Envelopment Analysis (DEA). Empirical evidence has been obtained on the validity of the proposed BSC for a unit of academic management in the university. The first contribution of this work is the establishment of a framework of analysis of the hypothetical cause-effect relationships in the BSC in university institutions. The second contribution is to obtain the determining factors of the performance in this type of institution and, therefore, the Strategic Map. Specifically, these factors are: the participation of teaching staff in innovation activities; the number of doctorate-level staff; the academic subjects and credits in the Virtual Campus; and the scores in the surveys of student satisfaction. With respect to research, the determining factors of the performance are: the research sexennials; the funding obtained from contracts with companies; the number of research projects obtained; their financing; and the participation of teachers in these projects.

Conflicts of Interest

The authors declare no conflicts of interest.

Cite this paper

T. Valderrama, V. Cornejo and D. Bordoy, "Balanced Scorecard and Efficiency: Design and Empirical Validation of a Strategic Map in the University by Means of DEA," American Journal of Operations Research, Vol. 3 No. 1, 2013, pp. 30-52. doi: 10.4236/ajor.2013.31003.

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