The balance scorecard is a management concept which was originally developed for the private sector but it is applied in the public sector as well. Organizations within the public sector are difficult to control because of their size, complexity and the very distinctive professional roles which exists among the occupational groups. Universities are constantly encountering these kinds of problems and their output is also difficult to measure and interpret. Based on these conditions, it is of interest to study if the balanced scorecard is a suitable control system in this context.The purpose of this study is to increase our understanding about the effects of the balanced scorecard, by describing the strategy process and the level of implementation of the balance score card. Consequently, to achieve this purpose, a case study was conducted by interviews and a survey. The interviews were done with key informants and they focused on strategy process and the perceived effect. The survey collected information about the employees’ knowledge of the management concept, its implementation and the effects they experienced. Thereby it was possible to study the perceived effects and how well established the management concept was within the organization.The results showed that the balanced scorecard was not fully implemented at the operational level. Neither the effects of the management concept appear equally clear at the operational level of the organization, which can be linked to the lack of knowledge about the control system.