بطاقة الأداء المتوازن ودورها في تحسين الأداء الاستراتيجي لمؤسسات التعليم العالي
The main objective of this conceptual research is to suggest a strategic map to improve the strategic performance of higher education institutions (universities) under use dimensions of balanced scorecard. We use an approach of analytical recipes by reviewing previous academies and studies, and theirs, with the aim of reaching the role that the balanced scorecard can achieve in improving the performance of universities, which helps in creating many advantages for these universities. The research included the importance of using the dimensions of balanced scorecard, as it is the most important powerful and strategic tool for organizations in general, and universities in particular. The research concluded with many conclusions, the most important of which is: Working according to the balanced performance card allows for better university progress for stakeholders, which makes them sense the extent of their own contributes to develop the educational services, which in turn leads to stimulate their motivation, which prompted them to assign them in activations of the university and its activities better, and the dimensions of strategic performance for universities revolves around the university's ability to excel, distinguish and be unique in terms of dimensions (community, development, operational, marketing, financial). From the research recommendations: The necessity for universities to adopt the balanced scorecard in an integrated manner and with its five main dimensions (the societal dimension, the development dimension, the operational dimension, the marketing dimension, and the financial dimension), which requires the real support from the senior management within these universities for the directions of applying this balanced approach (BSC), and spreading the organizational culture based on change, and the orientation towards modernity and the future, by enrolling employees in specialized training courses related to it, and following up on the improvement in performance and linking it to the annual evaluation process; which requires increasing spending, for what was previously mentioned, and to improve the quality of the infrastructure of facilities and services, and it is also necessary to link promotions, especially for academics, to conducting research published in internationally reputable journals. (Published abstract)