| Abstract | In strategic management field, balanced scorecards (BSC) and SWOT analysis have been asserted for private, public, nonprofit institutions as well as, local governments and authority. As interest in strategy development process has grown, the streams of study emerge that address issues related to this subject: one stream that focuses on how develops the BSC in Higher education institutions, and a second stream that investigates how SWOT analysis in strategy development process. In recent literature, although the conjoining SWOT analysis with the BSC has received little attention, no studies have focused on reflecting the BSC on SWOT analysis with strategy development process for higher education context specifically. Therefore, the present study has addressed the latter issue in great depth. This study is probably the first attempt to reflect the implementation of the balanced scorecard on SWOT analysis with strategy development process. This can be done through prior literature review and on our fieldwork, to conceptualize reflecting the BSC on SWOT analysis with strategy development process. Present study tested this conceptualization framework at the Egyptian public university level. This study uses interviews with experts, advisors, and members in MOHE in Egypt and some Arab countries as well as survey and secondary data. Data were gathered 78 with response rate 91.76 % from a sample of strategic planning teams at 6 Egyptian public universities using self-administered questionnaires. Results of Correlation, Group Analytical Hierarchy Process (GAHP), Hierarchical regression analysis and Hierarchical moderated regression analysis revealed model of reflecting the BSC on SWOT analysis and its predictive validity in influencing strategy development process. This study offers two principal contributions. First, guideline for rethinking to the strategy development process. Second, developing an uncommon concept and model of reflecting the BSC on SWOT analysis within strategy development process. This has strong implications for the strategic planning literature, which has attempted with little success to find a positive relationship between strategic analysis and subsequent organizational outcomes. |