An Effective Model for Efficiency Evaluation of Strategic Project Based on

When analyzing a strategic development project implemented by universities both the system created, as a temporary organization having the participant organizations as distinctive actors and the universities have to be seen as learning organizations. As a consequence, the evaluation of such projects should always be more complex since there are intangible results and outcomes to be considered and an appropriate method for analyze is a must. Such a complex method, initially introduced by Caplan and Norton (1992) as balanced scorecard (BSC) was later on developed based on frequently addressed critics. Nevertheless, more than 40% of the biggest 500 companies in the world, use BSC as an evaluation method for their strategic performance and almost all of strategic development projects analysis includes financial and non-financial perspectives as those of BSC. Although a lot of improvements have been done already, there are still very few steps done in the direction of connection BSC with the social networking analysis. This study reflects our actual research aiming to design a more effectiv system for strategic analysis, that to integrate social network analysis and a system dynamics BSC in a more complex analysis method for efficiency evaluation of the strategic projec