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Higher Education as Competetive Enterprise: When Markets Matter. New Directions for Institutional Research, Number 111. J-B IR Single Issue Institutional Research

  • ID: 2561613
  • Book
  • October 2001
  • 100 Pages
  • John Wiley and Sons Ltd
What makes some institutions medallions and others name brands, while still others serve a predominantly convenience/user–friendly clientele? This volume answers these questions by illustrating the way market forces transform higher education. Acknowledging that the drive for student–generated revenues has come to characterize U.S. higher education over the last quarter century, the contributors present the results of a twenty–year study at the University of Pennsylvania that explains which campuses compete with one another, at what prices, and with what kinds of outcomes for their graduates. They offer a comprehensive history of the development and implementation of Collegiate Results Instrument (CRI), a tool for mapping the connection between market forces and educational outcomes in higher education. Chapters detail the methods that CRI uses to help institutions to remain value centered by becoming market smart. Topics include the range of values, practices, and abilities that can be tracked through CRI; practical applications of two CRI administrations and their results; and what CRI can teach an institution about its signature in the marketplace.

This is the 111th issue of the quarterly series New Directions for Institutional Research.
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AUTHORS′ NOTES (Robert Zemsky, Susan Shaman, Daniel B. Shapiro).

1. Revenue: This chapter discusses how the pursuit of revenue accelerated the shift from institutional to market perspectives across 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 market for undergraduate education.

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

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

5. Choices: This chapter recounts how the Collegiate Results Instrument became a tool for helping high school juniors and seniors make well–informed college choices.

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



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Robert Zemsky
Susan Shaman
Daniel B. Shapiro
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