Full-time employed students as university consumers – consequences and triggers of marketisation of higher education

Mägi, Eve; Jaakson, Krista; Aidla, Anne; Kirss, Laura; Reino, Anne

doi:10.1080/21568235.2012.698486

Cited by 9 publications

(2 citation statements)

References 17 publications

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“…Conversely, this has resulted in equal discontent amongst employers and academics. It is readily acknowledged that universities cannot completely detach themselves from the needs of the labour markets, but it is argued that specific measures alleviating value conflicts between external service and the teaching role need to be implemented both at state and institutional level (Mägi et al, 2012). Miller (2006, p 463) has stressed the importance of universities adapting to new situations whilst retaining at the same time the most important values, seeing this as a cornerstone to Europe's 'spiritual and economic' vitality.…”

Section: Discussionmentioning

confidence: 99%

Value Conflicts Embedded in Service-Oriented Academic Professions

Reino¹,

Jaakson²

2014

Industry and Higher Education

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The academic profession traditionally consists of three roles: teaching, research and service. The service role includes not only university–industry and university–society relationships, but also academic professionals' obligations to their internal stakeholders, such as administrators and colleagues. This paper argues that the paradigm shift in universities in favour of the service role has generated several value conflicts for academic employees. Using a case study methodology, focus group interviews with academic employees of a public university in Estonia revealed numerous value conflicts regarding the service role. It is argued that such conflicts cause job stress and dissatisfaction and impede necessary changes being made by the organization. The authors discuss possible strategies for coping with these value conflicts.

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Section: Discussionmentioning

confidence: 99%

Value Conflicts Embedded in Service-Oriented Academic Professions

Reino¹,

Jaakson²

2014

Industry and Higher Education

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“…Nevertheless, the proposal of a management approach which includes customer orientation among its cornerstones keeps open the debate as to who the university customer is, as well as to the consideration that students are customers (Marzo et al 2007; Rivera-Camino and Molero Ayala 2010; Woodall et al 2014;Koris and Nokelainen 2015), and has put on its guard a critical sector that fears a possible deterioration in student training if universities perceive students as such (Mägi et al 2012;Saunders 2014). Both matters reveal that, despite the efforts made by different authors to operationalize the marketing concept in the HE field, more reflection is needed in order to move on and put forward proposals that enhance theory-building, facilitate application of the marketing concept in this area and encourage an understanding of marketing philosophy as an approach suitable for the management of universities where both their managers and their staff are concerned.…”

Section: The Holistic Marketing Orientation As a University Manage-mementioning

confidence: 99%

The marketing orientation as a university management philosophy: a framework to guide its application

Sabando¹,

Forcada²,

Calvo³

2018

cuadernosgestion

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The environment in which university institutions develop their activities has become more competitive over recent decades and market elements have been introduced into the sector. Accordingly, universities have shown a growing interest in developing and maintaining a favourable and distinctive image among their stakeholders. To this end, many of them have focused their efforts on the improvement and renewal of training programs. However, such efforts have not always been matched in the transmission of a more favourable perception among their stakeholders. This context calls for university management with a marketing orientation. However, university marketing is in its early stages in many parts of the world and the incorporation of marketing principles and practices in the field of higher education encounters much reluctance from citizens and academics. This contribution sets out the reasons for this resistance, which may be grounded in a misconception about the discipline, and a working framework for marketing management in universities is proposed to facilitate the practical implementation of marketing philosophy in such institutions. It is a framework whose design involves a combination of services marketing and corporate marketing proposals and highlights aspects that managers of higher education institutions should focus on 1) to meet the demands of different stakeholders with varied (and sometimes conflicting) interests and 2) to move towards the development of a favourable perception among the stakeholders of the institutions they manage.

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Higher Education Expansion and Student Choices: A Critical Analysis

Beach

2018

Structural Injustices in Swedish Education

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Full-time employed students as university consumers – consequences and triggers of marketisation of higher education

Cited by 9 publications

References 17 publications

Value Conflicts Embedded in Service-Oriented Academic Professions

Value Conflicts Embedded in Service-Oriented Academic Professions

The marketing orientation as a university management philosophy: a framework to guide its application

Higher Education Expansion and Student Choices: A Critical Analysis

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