The Analytics Revolution in Higher Education

Gagliardi, Jonathan S.; Parnell, Amelia; Carpenter-Hubin, Julie

doi:10.1080/00091383.2018.1483174

Cited by 27 publications

(27 citation statements)

References 3 publications

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“…As other campus departments (e.g., enrollment management, student services, etc.) are developing their own analytical capacity, IR offices expect to support other departments and lead institutional analyses (Gagliardi, ). These circumstances call for the importance of facilitation skills; this article presented a four‐quadrant framework to facilitate data‐decision dynamics.…”

Section: Resultsmentioning

confidence: 99%

“…However, the associated risks are duplicated efforts, conflicting findings, and turf wars across departments over data ownership and governance. In this diffused model, IR professionals are expected to play a role as a “translator, advisor, and coach” to support other departments for data interpretation and contextualization (Gagliardi, ).…”

Section: Facilitation Skills For Irmentioning

confidence: 99%

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Why Do Data and Decision Often Disagree? Analytical Framework to Facilitate Organizational Dynamics

Honda¹

2018

New Drctns for Instit Rsrch

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Section: Resultsmentioning

confidence: 99%

Section: Facilitation Skills For Irmentioning

confidence: 99%

Why Do Data and Decision Often Disagree? Analytical Framework to Facilitate Organizational Dynamics

Honda¹

2018

New Drctns for Instit Rsrch

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“…Regardless of institutional type, the use of data analytics has and will likely continue to gain traction at colleges and universities nationwide. Still, as more innovative examples of data‐enabled institutions emerge, it is worth remembering that it is challenging work to imagine, implement, and sustain (Gagliardi, 2018a).…”

Section: Using Data Effectivelymentioning

confidence: 99%

“…In recent years, researchers and scholars have begun examining the intersection of senior campus leadership and institutional research (IR), particularly as demands for data and insight have expanded and become more complex (Gagliardi & Wellman, 2014; Swing & Ewing Ross, 2016). No longer satisfied with descriptive reports of historical data, campus leaders are now asking for and using: forecasts to position the institution for an uncertain future; integrated data spanning student success, performance, and cost to utilize scarce resources effectively; and real‐time operational data to understand the routine fluctuations associated with programs and services (Gagliardi, 2018a; Keller, 2018; Parnell, Jones, Wesaw, & Brooks, 2018; Webber, 2018).…”

Section: Introductionmentioning

confidence: 99%

The Evidence Imperative: Reflections on How Volatility and Data Are Reshaping the Relationship Between IR and College and University Presidents

Gagliardi

Johnson

2020

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Colleges have access to more data than ever before, and to unlock its full potential, the right culture, processes, and technologies are needed. Given the pressures now facing campuses, the demand for evidence‐based approaches to strategy have intensified. As a result, more attention has been placed on the importance of the relationship between Senior Leaders and IR, which, if fully harnessed, can help to ensure the viability of institutions nationwide. Yet, recent surveys and literature suggest that for this relationship to thrive, more must be done to ensure that IR is considered as an important functional area at a time when data‐informed decision‐making has become increasingly vital. To that end, the purpose of this chapter is to offer ideas for how executives can champion data‐informed decision‐making and the ways in which IR functions must take on greater leadership through an integrated and collaborative approach focused on analytics.

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“…To effectively evaluate the University, the BOR and president utilized analytics to review budgets, enrollment, graduation rates, and a variety of other key metrics to keep informed on the health and stability of the organization (BOR BYLAWS, 2020, Powers of the Board of Regents sec.). It is from here the president made decisions with the MLT to keep the cost of tuition down, increase enrollment, improve infrastructure, and predict and avoid risks for the institution (Gagliardi, Parnell & Carpenter-Hubin, 2018).…”

Section: Midwest Universitymentioning

confidence: 99%

Essence of social exchange through alumni engagement of millennials and their alma mater

Machovsky¹

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This study investigated the donor and alumni engagement and perceptions of the â€œMillennialâ€ generation and descriptive statistics of the population (born between 1980-2004) at a rural Midwest University. Data were obtained from a University database containing demographic (i.e., gender, race, birth year, donor status, donation amount, activities involved in while in school), on Millennial alumni at the University. Data were analyzed by a variety of techniques that included descriptive statistics, Independent t-Test, deployment of a survey, and focus group. The quantitative findings concluded that Millennials who were born from 1980 to 1989 contributed larger average gifts then Millennials who were born from 1990 to 2004. Additionally, the research discovered that Millennials who were involved in organizations gave larger donations than those who were not in student organizations. The qualitative findings concluded that the Millennial population provided evidence of areas and reason on why they support the institution when connected to making a donation and the various aspects that affect one's ability due to communication preferences, affinity, areas to support, and financial ability. An understanding for professionals and researchers to be educated on how to better fundraise/engage with the Millennial generations within higher education will allow for universities and colleges to rely on this generation in the years to come.

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The Analytics Revolution in Higher Education

Cited by 27 publications

References 3 publications

Why Do Data and Decision Often Disagree? Analytical Framework to Facilitate Organizational Dynamics

Why Do Data and Decision Often Disagree? Analytical Framework to Facilitate Organizational Dynamics

The Evidence Imperative: Reflections on How Volatility and Data Are Reshaping the Relationship Between IR and College and University Presidents

Essence of social exchange through alumni engagement of millennials and their alma mater

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