Focusing on dilemmas challenging reputation management in higher education

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to explore the dilemmas that challenge reputation management in the context of higher education (HE). Design/methodology/approach -The paper introduces one Finnish multidisciplinary master's degree programme as a case in point. The empirical data comprises a student survey and semi-structured interviews with internal and external stakeholders whose work relates to the master's degree programme in question. Findings -The findings identify different types of dilemmas arising from collaboration between stakeholders of HE. Practical implications -The paper demonstrates how the dilemma-reconciliation method can be used to enhance reputation management in HE. Originality/value -The novelty of the paper is in applying dilemma theory (Hampden-Turner and Trompenaars, 2000) in parallel with reputation theories. Dilemma theory attributes reputation risks to conflicting aims.

Examining the Core Dilemmas Hindering Big Data-related Transformations in Public-Sector Organisations

“…Th e paper explores dilemmas involving BD-related changes in two case organisations in the cities of Helsinki and Tampere and the tensions that arise in connection to BD-related transformation attempts. We show, following Hytti et al (2015) and Suomi et al (2014), that unresolved core dilemmas could create unforeseen paradoxical outcomes, hindering successful organisational change. Th e empirical cases, the cities of Helsinki and Tampere in Finland, are chosen not as early innovators, but, rather, as innovators using BD.…”

“…Hence, "values extend on a continuum so that there cannot be high without low, broad without narrow or rules without exceptions" (Suomi et al 2014, 464). For example, as Suomi et al (2014) discussed, an organisation may engage in a collaborative service-delivery arrangement with another (competing) organisation, implementing both competitive and collaborative governances and reconciling a collaboration / competition dilemma with applying collaborative competition (see also Hampden-Turner and Trompenaars 2015). Figure 1 demonstrates how a potential dilemma pair "Dilemma / Dilemma" is reconciled.…”

“…Alternatively, a successful reconciliation of one core dilemma pair may generate new dilemma pairs that require further reconciliations. Hence, "resolve means to solve again and again" (Hampden-Turner 1990, 20), and dilemma management is an ongoing strategic endeavour with organisational transformations and changes (Hampden-Turner 2009;Suomi et al 2014;Laine 2018). In contrast, Smith and Lewis (2011, 387) suggested: "A dilemma may prove paradoxical, for instance, when a longer time horizon shows how any choice between A and B is temporary. "…”

Branding higher education: an exploration of the role of internal branding on middle management in a university rebrand

“…For example, higher education is a field in which branding efforts may be difficult because of great internal resistance (W raas and Solbakk 2009;Whisman 2009). Further, the multiple sub-brands and the complex brand architecture seem to hinder effective internal branding (Hemsley-Brown and Goonawardana 2007;Chapleo 2009), particularly for multi-campus universities with regional centres (Suomi et al 2013a(Suomi et al , 2013bSuomi 2014), and for university mergers aimed at growing efficiency (Suomi 2015;Kallio & Kallio 2014).…”

Effects of Reputations and Satisfactions on Positive Word of Mouth Intentions and Switching Behaviors

“…High-quality education is one of the university selection criteria by consumers. However, the high quality is dif icult to evaluate before being experienced (Suomi et al, 2014). Therefore, reputation took a role as a substitute for critical quality for university selection and evaluation by prospective students (Hemsley -Brown, 2012).…”