Applying a standard performance model to a university setting

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.