Higher Education as Competetive Enterprise: When Markets Matter: New Directions for Institutional Research

Overview

What makes some institutions medallions and others name brands,while still others serve a predominantly convenience/user-friendlyclientele? This volume answers these questions by illustrating theway market forces transform higher education. Acknowledging thatthe drive for student-generated revenues has come to characterizeU.S. higher education over the last quarter century, thecontributors present the results of a twenty-year study at theUniversity of Pennsylvania that explains which campuses competewith one ...

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Overview

What makes some institutions medallions and others name brands,while still others serve a predominantly convenience/user-friendlyclientele? This volume answers these questions by illustrating theway market forces transform higher education. Acknowledging thatthe drive for student-generated revenues has come to characterizeU.S. higher education over the last quarter century, thecontributors present the results of a twenty-year study at theUniversity of Pennsylvania that explains which campuses competewith one another, at what prices, and with what kinds of outcomesfor their graduates. They offer a comprehensive history of thedevelopment and implementation of Collegiate Results Instrument(CRI), a tool for mapping the connection between market forces andeducational outcomes in higher education. Chapters detail themethods that CRI uses to help institutions to remain value centeredby becoming market smart. Topics include the range of values,practices, and abilities that can be tracked through CRI; practicalapplications of two CRI administrations and their results; and whatCRI can teach an institution about its signature in themarketplace.

This is the 111th issue of the quarterly series New Directions forInstitutional Research.

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Product Details

Table of Contents

AUTHORS' NOTES (Robert Zemsky, Susan Shaman, Daniel B.Shapiro).

1. Revenue: This chapter discusses how the pursuit of revenueaccelerated the shift from institutional to market perspectivesacross U.S. institutions of higher education.

2. Segments: This chapter introduces the authors' market taxonomy,which serves as a tool for reflecting the structure of the marketfor undergraduate education.

3. Contours: Touring across the various market segments, thischapter demonstrates how faculty salaries, faculty-student ratios,use of part-time faculty, and student choice follow the ordering ofthe market.

4. Results: This chapter discusses the way in which the CollegiateResults Instrument measures collegiate outcomes.

5. Choices: This chapter recounts how the Collegiate ResultsInstrument became a tool for helping high school juniors andseniors make well-informed college choices.

6. Work Plans: This chapter provides a set of rules and tools forhelping institutional leaders and researchers succeed at beingmarket smart in order to remain mission centered.

APPENDIX.

REFERENCES.

INDEX.

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