The Implementation of the Balanced Scorecard in Lebanese Public Higher Education Institutions

Researchers are currently investigating the effectiveness of the Kaplan & Norton's 1992 Balanced Scorecard (BSC) in the enhancement of the performance of the “for profit organizations”. Some have tried to emulate its use in the public sector whi le others argued about its effectiveness in improving the performance of Higher Education Institutions (HEI). Moreover, others have gone further by emphasizing its role in the Public HEI (PHEI). However, none of those researchers has covered the conceptual framework for the implementation of the BSC in PHEI. This paper aims not only at proposing an adapted BSC to the Lebanese PHEI, but it also aims at suggesting a model that creates a framework for the overall organizational performance (OP) in Lebanese PHEI and, we think, in PHEIs in general.