“Liberal Arts” Colleges and the Myth of Uniqueness

Delucchi, Michael

doi:10.1080/00221546.1997.11778991

Cited by 42 publications

(32 citation statements)

References 11 publications

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“…Other scholars have tracked the increasing vocationalization of the undergraduate curriculum, critiqued by various national organizations in the late 1980s (Delucchi, 1997;Kraatz & Zajac, 1996;Rhoades, 1990). At the same time, scholars have offered a critique of colleges and universities as unresponsive to both the needs of their students as consumers or customers and to the needs of the employers hiring college graduates (Dill, 1999;Terenzini, 1999;Tierney, 1998).…”

Section: Background Of Graduate Employee Unionizationmentioning

confidence: 99%

Graduate Employee Unionization as Symbol of and Challenge to the Corporatization of U.S. Research Universities

Rhoads

Rhoades²

2005

The Journal of Higher Education

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Section: Background Of Graduate Employee Unionizationmentioning

confidence: 99%

Graduate Employee Unionization as Symbol of and Challenge to the Corporatization of U.S. Research Universities

Rhoads

Rhoades²

2005

The Journal of Higher Education

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“…Conversely, Morphew and Hartley (2006) attach more significance to both mission statements and strategic plans, suggesting that the absence of a mission statement or strategic plan begets the very legitimacy of a college or university. Gonzalez-Perez et al (2007) concur with Delucchi (1997), suggesting that Ireland"s higher education institutes have become normatively adept at speaking the language of new managerialism -ostensibly to attain good favour and to satisfy a legislative requirement, without necessarily embracing such philosophies. Rowley et al (1996) suggest the term strategic planning is often incorrectly used to describe planning practices in many institutions.…”

Section: ____________________________________________________________mentioning

confidence: 85%

Strategic Planning in Ireland's Institutes of Technology

Elwood

Rainnie

2012

High Educ Policy

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“…Morphew and Hartley ( 2006 ), for example, argued that all the elements surrounding the strategic planning process-interlinking the mission and defi ning the vision-are based on "old anecdotal evidence". Delucchi ( 1997 ) described strategic planning as a dominant regulatory process which organizations use to show they understand the rules of the game and that give them a certain legitimacy. In this regard, strategic planning at HEIs is further contested in the literature, where it is commonly defi ned as mere rule adherence or regulation and lacking in real strategic meaning (see, for instance, Knight and Trowler 2001 ;Prichard 2000 ).…”

Section: Management and Organizational Structures At Heismentioning

confidence: 99%

Strategic Management in Universities: A Conceptual Framework Based on Ibero-American Higher Education Systems

Gomez¹,

Girotto

2015

Strategic Management of Universities in the Ibero-America Region

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This article based on the exploration of different case studies in higher education institutions located in diverse Ibero-American countries proposes a redesigned conceptual framework to steer and refl ect on the formulation and implementation of the institutional strategy. This conceptual framework is based on conceiving the strategy as a set of objectives and lines of action oriented towards the future, amid the many factors that infl uence its evolution. It is aimed at promoting a dialogue that leads to a well-constructed, coherent proposal that serves as the basis for an effective new model of strategic management for HEIs in specifi c contexts. Keywords Strategic management • Higher education • Strategizing • Governance models IntroductionAround the world, fi nancial constraints, the boom in information and communication technologies (ICT) and the gradual professionalization of university administration constitute a set of challenges that are leading institutions of higher education (HEIs) to make major changes, in terms of both internal organization and external projection. However, given that the administration of HEIs is closely related to their formal structures, the decision-making process and the implementation of procedures at both the governmental and institutional levels demonstrate that the progress that Similarly, a number of international trends have affected the structure, governance and organization of institutions of higher education in many contexts; these trends include the increasing number of students, the range of activities that are supposed to be carried out, changes to the regulatory mechanisms for allocating public funds to institutions and rules that underpin the process of governance in universities (Rossi 2010 ). A brief review of the literature on strategic management applied to higher education illustrates the progress made in recent decades and explores the changes, problems and challenges of the university systems in different contexts (Hellstrom 2004 ;Henkel 2005 ;Jarvis 2000 ;Llinàs-Audet et al. 2011 ;Margolis 2004 ;Taylor et al. 2008 ).Of particular interest in this regard are the studies focusing on how university administration seeks to provide answers to some of these challenges (Bryman 2007 ;Buckland 2009 ;Clark 2003 ;Martinez and Wolverton 2009 ). Likewise, some studies have taken steps towards recognizing the infl uence of culture and context in university administration (Gioia et al. 1994 ;Jarzabkowski and Wilson 2002 ).At the same time, the market concept is framed by the vocabulary of HEI managers at various levels, along with the acknowledgement that higher education may be subject to market forces, although in some way moderated by the state. Thus, universities have been forced to compete for public and private research funding while trying to increase revenues from state funds and resources derived from their students. In this context, issues such as university rankings, the systems for accreditation of quality, reputation and excellence have become key ...

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“Liberal Arts” Colleges and the Myth of Uniqueness

Cited by 42 publications

References 11 publications

Graduate Employee Unionization as Symbol of and Challenge to the Corporatization of U.S. Research Universities

Graduate Employee Unionization as Symbol of and Challenge to the Corporatization of U.S. Research Universities

Strategic Planning in Ireland's Institutes of Technology

Strategic Management in Universities: A Conceptual Framework Based on Ibero-American Higher Education Systems

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