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Purpose
The paper aims to present a framework for a systems perspective for business schools to formulate strategy, assess performance and adapt to change resulting from performance, environmental and learning feedbacks.
Design/methodology/approach
The paper focuses on the balanced scorecard as a means of measuring performance and modifying business school strategies over time.
Findings
The paper provides a range of metrics for business schools from financial lenses to innovation and learning lenses, and adapts the scorecard framework to strategic processes from business planning to feedback and learning.
Originality/value
The paper links strategy formulation to key performance indicators and strategic change for business schools.
© Emerald Group Publishing Limited
2007
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