Organizational culture and effectiveness in business schools: a test of the accreditation impact

Abstract

Purpose -The purpose of this paper is to measure the perceived impact of an accreditation process on organizational effectiveness and culture. Design/methodology/approach -A survey led with 31 deans and directors general of European Quality Improvement System (EQUIS) accredited schools measures the impact of EQUIS on those constructs. Findings -The paper shows a positive impact on some dimensions of effectiveness, and no impact related to the bureaucracy dimension of culture. The dimensions of organizational effectiveness that have the highest perceived positive impact are the "programs development and quality of the faculty", the "social openness and community interaction" and the "ability to acquire resources". In particular, two cultural dimensions are strongly correlated to effectiveness: adhocracy and market. Finally, the cultural change induced by accreditation seems to be correlated with a positive impact on performance.Research limitations/implications -This research is based on a small sample of perceived measures, with a single person per institution. Originality/value -The paper looks at the unexplored field of international business schools that have got the EQUIS accreditation. Cultural changes induced by EQUIS are suggested to imply a positive impact on performance.

Aligning Curriculum and Evidencing Learning Effectiveness Using Semantic Mapping of Learning Assets

“…Definitions of educational quality and measurement have historically evolved around changing socioeconomic forces, thus prompting continual changes and adaptations in institutional practices and policies. It is likely these continuous transformations have contributed to negative perspectives of accreditation as being a cumbersome and obligatory process [1]. Viewed in a more positive light, accreditation has the transformative ability to raise institutions to exceeding levels of excellence in teaching and learning.…”

How accreditation stimulates business school change: evidence from the Commonwealth of independent states

“…According to the literature (Elliott, 2010;Heriot, Austin & Franklin, 2009;Kondakci & Van den Broeck, 2009;Lejeune & Vas, 2009;Onzoño & Carmona, 2012;Pomey et al, 2010;Romero, 2008;Zammuto, 2008;) the main changes affected by the accredita tion process are the following: review of the B-school's mission and strategy; enhanced reputation and leverage for change; internationalisation of faculty members; attraction of international students to schools in destination countries; comparisons regarding learning outcomes and other performance measures; increased focus on research and quality; an introduction of the systematic process in curricu lum management; improvement of the connections with business community and stakeholders; an introduction of continuous quality improvement programs; creation of leadership for quality improve ment initiatives; the acquisition of more resources; a better image and an increase in community inter actions; gained reputation, legitimacy, and improve ment of the survival prospects; and the changed structure and processes of B-schools.…”

Shaping Performance: Do International Accreditations and Quality Management Really Help?

“…External connections and cooperation with other higher education institutions and the corporate world may contribute to faculty development and productive research (Lejeune & Vas 2009). Moreover, once accreditation has been achieved, the label's prestige and branding effects can make it easier to find appropriate partners (Temponi 2005).…”

“…In both cases, sound empirical evidence for the effect of accreditations is scant. To our knowledge, only a study by Lejeune & Vas (2009) has analysed the impact of…”

“…Many scholars see accreditations as a restriction on academic freedom, a fruitless bureaucratic burden, and an impediment to adaptation and innovation (Harvey 2004, Julian & Ofori-Dankwa 2006, Scheele 2004. Others see accreditations in a positive way and stress their contributions to strategic planning, organizational effectiveness, and reputation (Zammuto 2008, Lejeune & Vas 2009). In both cases, sound empirical evidence for the effect of accreditations is scant.…”