Main Article Content
The research aimed at measuring the level of organizational performance according to the perspective of the Balanced Score Card (BSC). It also aimed to identify the nature of the differences in measuring the performance level in the light of the variables and type of higher management positions, faculty type, and years of service years. The researcher used the descriptive analytical methodology, where the concept of organizational performance was explained, and the related previous studies were reviewed and presented, with a focus on the strategic approach to measure the performance from the BSC perspective. To achieve the objective of the study, a questionnaire was designed, consisting of 36 indictors distributed over the four dimensions of the BSC (learning and growth, internal operations, clients, and finance). The sample included 80 participants representing academic and administrative leaders in the Universities of Sana'a and Aden. The research concluded that the organizational performance level was generally low in both universities. This was a reflection of weak performance in the BSC four dimensions. No differences occurred in the evaluation levels of those dimensions that could be attributed to these variables: type of higher management positions, faculty type, and years of service.
Keywords: Balanced Score Card, Organizational performance, Public universities.
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