Effects of institutional reform on corporate image and value in a developing country context

Abstract

Purpose -The purpose of this research is to examine the importance of organizational change involving an implementation of a reform project in a higher learning institution in Qatar. The project was aimed at enhancing the institution's corporate image and value in its effort to be an institution of choice in the country.Design/methodological/approach -Based on the results of two separate focus group sessions, a survey questionnaire was developed and was then sent to 8,000 respondents. Data from 866 usable questionnaires were analyzed using a rating scale to identify the degree of agreement among the respondents with respect to a number of statements posed to them as well as using an independent-sample t-test to determine whether differences exist between male and female students with regards to the statements.Findings -Results showed that the respondents agreed with all of the statements pertaining to image, value, academic levels, campus life and the reform project carried out by the higher educational institution under study. Academic levels appeared to be extremely important because it is an essential element in building and enriching both the image and the value of the institution and is of particular importance to attract new students. With the enhanced image resulting from the reform project, the institution is moving in the right direction towards becoming an excellent institution which will be sought after by both Qatari and international students.Practical implications -The implications of this study suggest that the top management needs to consider the identified variables in their effort to boost the image and value of the institution. They should also focus on individual needs in order to implement the changes successfully.Originality/value -The findings from this study reveal the nature of professional practice in a higher education institution, demonstrates the impact of this work context on practices, and provides concrete strategies for managing organizational change in building and enriching its image and value.

A pragmatic model of student satisfaction: a viewpoint of private higher education

“…This means that higher perception of students regarding program quality would certainly enhance institutional image. This outcome is parallel with few past works initiated by Aula and Tienari (2011), Arpan et al (2003), Kassim et al (2010), Parves and Ho (2012) and Osman and Ashraf (2014). It can be noted that image building process is extremely depends upon program quality of the particular institution.…”

“…As university image is a pointer and an essential way for a student to assess its programs, service offered and overall quality in the market place (Parves and Ho, 2012). Kassim et al (2010) also pointed out that academic program is extremely important because it is an obligatory component in constructing and enriching both the image and value of the institution. Osman and Ashraf (2014) conducted a study regarding service quality of MBA program and expressed that image building highly depends on program quality.…”

Untitled

“…Many researchers have proposed various definitions for the corporate image. For example, Kassim et al (2010) defined corporate image as the way the institution is seen from inside and outside. Küçük and Bayuk (2007) defined the corporate image as the institutional ideal self.…”

The Role of Non-Academic Service Quality in an Academic-Oriented Context: Structural Equation Modeling amongst Parents of Secondary Education Students

“…As previous research has mainly depended on the academic quality of educational institutions, schools with equal academic quality and a stronger focus on non-academic aspects can have a stronger competitive edge than their counterparts (Kassim et al, 2010). Second, when distributing resources to increase the competitive advantage over non-academic service quality, more focus should be placed on PEQ than ADQ as PEQ has a direct effect on both satisfaction and loyalty, while ADQ has a direct effect on satisfaction only but not loyalty.…”

“…This tendency has pushed the typically conservative public school into the context of the already competitive educational market amongst private secondary schools. While various stakeholders are contending the education market, emphasizing the importance of applying marketing perspectives in the secondary education sector has dramatically increased, since a slight advantage can decide the survivability of a school (Kassim et al, 2010;Sharif & Kassim, 2012).…”