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Applying a standard performance model to a university setting

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In 1991, the International Association for Management Education (AACSB) dramatically changed the way "intellectual contributions" (IC) of colleges of business are measured for accreditation. This fundamental change provided the impetus to re-engineer a basic organizational process ‐ the performance model ‐ in an academic, not-for-profit organization. More specifically, this paper reports on one school's experience with re-engineering its IC policy under the newer mission-driven standards without the overriding goal of "profit." Our experiences are framed using a standard performance model.

Keywords: BPR; Higher education; Performance; Process management model

Document Type: Research Article

DOI: http://dx.doi.org/10.1108/14637150110389425

Publication date: May 1, 2001

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