Implementation of New Public Management, Performance Approach, and International Benchmarking in Public Universities: The Case of Ibn Tofail University

Abstract

In a global context marked by the modernization of public action, the imperative of budgetary efficiency, and intensified competition in international university rankings, higher education is undergoing a major managerial transformation. This study explores the implementation of New Public Management (NPM) principles and the performance approach within Moroccan public universities, through an in-depth case study of Ibn Tofail University (ITU) in Kenitra, supported by an international benchmark (Tunisia, Algeria, Germany, France, Switzerland, Egypt). Drawing on the theoretical framework of New Institutional Theory (NIT), this research examines how institutions respond to coercive, normative, and mimetic pressures stemming from budgetary reforms (LOLF) and the ESRI 2030 Pact. Methodologically, the study adopts a descriptive and analytical qualitative design based on document analysis of management instruments (dashboards, organizational charts, procedure manuals) and an updated SWOT analysis. Findings highlight the establishment of a restructured governance framework at ITU, the operationalization of Key Performance Indicators (KPIs), and a multi-center organizational architecture comprising 11 institutions and 8 specialized centers. The international benchmark surfaces key strategic levers from best practices: ISO 9001/21001 accreditation, institutional integration of University Social Responsibility (USR/SDGs), systematic scientific affiliation clean-up on Scopus/WOS, and the structured adoption of emerging AI tools for literature synthesis and knowledge transfer. Finally, operational recommendations and a prospective 2026-2030 strategic roadmap are provided to enhance autonomy, foster pedagogical digitalization, and diversify financial resources.

JEL Classification: M41, H83, I23, L32.

Paper type: Empirical Research