An economic value added and balanced scorecard for a university in Thailand
This thesis attempts to integrate the concepts of EVA and the Balanced Scorecard into a new performance measurement model for a public university in Thailand: Thammasat University. Interviews were conducted of university stakeholders and questionnaires were distributed to academic staff. Results from the case study research suggest that there are currently problems in the existing performance measurement system of the university. As a result, EVA and the Balanced Scorecard are promoted as frameworks to be implemented by the university. A new model is then built qualitatively, based on the results from the case study research. After the new model is built, it is compared to the other models currently applied in the other universities. The model is generally accepted and can be implemented into Thai public universities successfully and results from the survey of staff in all public universities in Thailand suggest that the bottom-up approach is preferable for the implementation of the model. The model created in this thesis is original in its design and its application. After extensive literature reviews, no evidence of the integration of the Balanced Scorecard and EVA to be used in universities was found. It is also unique in the way that this model is originally created to fit the reflection of Thai culture in the university context. Its creation is also based on input from stakeholders, a practice rarely reported in the literature.