Is Business School Performance Impacted by Market Orientation Toward Students, Employers of Students, and Parents of Students? Views from Accounting Department Chairpersons, Business School Deans, and Academic Vice-Presidents of AACSB Business Schools

2018 ◽  
Vol 14 (2) ◽  
Author(s):  
Robert L. Webster ◽  
Kevin L. Hammond
Keyword(s):  
Market Orientation ◽  
School Performance ◽  
Business School ◽  
Business Schools ◽  
Department Chairpersons ◽  
Vice Presidents

scholarly journals Customer And Market Orientation Within AACSB Member Business Schools: Comparative Views From Three Levels Of Administrators

2010 ◽  
Vol 3 (7) ◽  
pp. 79-92 ◽  
Author(s):  
Robert L. Webster ◽  
Kevin L. Hammond ◽  
James C. Rothwell
Keyword(s):  
Higher Education ◽  
Organizational Performance ◽  
Market Orientation ◽  
Business School ◽  
Department Chairs ◽  
Business Schools ◽  
Mail Survey ◽  
Research Process ◽  
Vice Presidents ◽  
Marketing Department

This paper is part of a stream of research dealing with customer and market orientation within higher education, specifically within business schools holding membership in AACSB-International. A market orientation strategy leading to a customer and market-oriented organizational culture is based upon the acceptance and adoption of the marketing concept.  The market-oriented organization recognizes the importance of coordinating the activities of all departments, functions, and individuals in the organization to satisfy customers by delivering superior value.  The market-oriented organization continually monitors customer information, competitor information, and marketplace information to design and provide superior value to its customers.  Theory and empirical research suggest that higher levels of customer and market orientation result in a greater ability of the organization to reach its objectives, in other words, higher levels of organizational performance.  This paper extends the current research on the use of the market orientation strategy by reporting and analyzing customer and market orientation levels (scores) toward two customer groups within AACSB member business schools.  The two customer groups studied were students and employers of students.  Data input from three separate administrative levels having responsibilities associated with the business school were collected and analyzed.  The administrators participating in the study were academic vice-presidents, business school deans and marketing department chairs. A critical underlying question in the research is whether students and employers of students are viewed as customers by higher education administrators.  Comparisons of the various reported scores are made against a benchmark established in the marketing literature and then are compared by administrative group against one another.  The university academic vice-presidents, business school deans, and marketing department chairs were surveyed by way of a national mail survey.  All administrators were from colleges or universities holding membership in AACSB-International. 102 Vice-Presidents, 141 Business School Deans, and 94 Marketing Department Chairs responded.  The paper presents details of the research process, findings, statistical inferences, and discusses the implications of the research for schools of business and academic marketing departments.

Comparing Market Orientation Culture of Businesses and Schools of Business: An Extension and Refinement

2005 ◽  
Vol 96 (2) ◽  
pp. 377-382 ◽  
Author(s):  
Robert L. Webster ◽  
Kevin L. Hammond ◽  
Harry A. Harmon
Keyword(s):  
Market Orientation ◽  
Private School ◽  
Business School ◽  
Business Schools ◽  
Three Dimensions ◽  
Business Managers ◽  
Private Business ◽  
Public And Private ◽  
Orientation Data ◽  
Four Dimensions

This study extends previous work concerning the market orientation culture within specialty businesses and schools of business. Specifically, member schools of the Association to Advance Collegiate Schools of Business International are separated into public and private universities. Data were collected via a mailed survey to business schools holding membership. 106 public school deans and 35 private school deans responded, for a 23% response rate. Input from the deans was sought on their perceptions of the market orientation culture within the schools. Respondents' perceptions, rated on a 7-point scale, measured four dimensions of market orientation: customer orientation, competitor orientation, organizational coordination, and overall market orientation. Data for specialty businesses were drawn from a previous study. Comparison testing between the public and private business schools' deans and business managers was conducted. Analysis indicated perceived market orientation was significantly higher for deans of private business schools than public business schools. Compared with business managers, private school deans were statistically different on only one of the four dimensions, whereas public business school deans' scores were significantly different from those of business managers on all four. Compared with each other, business school deans were statistically different on three dimensions, with private school deans reporting greater market orientation.

scholarly journals Accounting Department Chairpersons Perceptions Of Business School Performance Using A Market Orientation Model

2012 ◽  
Vol 9 (1) ◽  
pp. 55-64
Author(s):  
Robert L. Webster ◽  
Kevin L. Hammond ◽  
James C. Rothwell
Keyword(s):  
Organizational Performance ◽  
Market Orientation ◽  
Business Schools ◽  
Department Chairpersons ◽  
Orientation Model ◽  
Data Collection And Analysis ◽  
Orientation Scale ◽  
Overall Performance ◽  
Potential Impact ◽  
Performance Scale

This manuscript is part of a stream of continuing research examining market orientation within higher education and its potential impact on organizational performance. The organizations researched are business schools and the data collected came from chairpersons of accounting departments of AACSB member business schools. We use a reworded Narver and Slater (1990) market orientation scale and the Jaworski and Kohlis (1993) overall performance scale for use in the current research. 101 chairs of accounting departments whose schools are members of AACSB responded to the survey. The manuscript details the data collection and analysis processes, the statistical findings, along with implications and a call for additional subject matter research.

scholarly journals Against management: Auto-critique

Organization ◽  
2021 ◽  
pp. 135050842110209
Author(s):  
Martin Parker
Keyword(s):  
Business School ◽  
Western Europe ◽  
Business Schools ◽  
The Uk ◽  
North Western ◽  
Made In ◽  
Highly Cited

In this review I consider the 20 years that have passed since the publication of my book Against Management. I begin by locating it in the context of the expanding business schools of the UK in the 1990s, and the growth of CMS in north western Europe. After positioning the book within its time, and noting that the book is now simultaneously highly cited and irrelevant, I then explore the arguments I made in the final chapter. If the book is of interest for the next two decades, it because it gestures towards the importance of alternative forms of organization, which I continue to maintain are not reducible to ‘management’. Given the intensifying crises of climate, ecology, inequality and democracy, developing alternatives must be understood as the historical task of CMS within the business school and I propose a ten-point manifesto in support of that commitment.

“That's not how I see it”: female and male perspectives on the academic role

2007 ◽  
Vol 22 (6) ◽  
pp. 497-515 ◽  
Author(s):  
Sue Shaw ◽  
Catherine Cassell
Keyword(s):  
Gender Differences ◽  
Business School ◽  
Design Methodology ◽  
Business Schools ◽  
School Context ◽  
Empirical Work ◽  
Original Data ◽  
Content Type ◽  
Academic Role ◽  
The Uk

PurposeThe purpose of this paper is to provide a piece of empirical work that examines gender differences in how academics make sense of performance within university business schools in the UK.Design/methodology/approachThe research reported draws on data collected using a life history and repertory grid methodology with male and female interviewees from two university business schools.FindingsThe findings are discussed in relation to how academics understand what is valued about their role and what they believe the organisation rewards and values when it comes to promotion. Gender differences are shown to exist in the ways women and men define the academic role and in what they think is important both to themselves and the institution.Originality/valueThe paper presents original data on gender differences within a business school context.

scholarly journals Reconstituting relevance: exploring possibilities for management educators' critical engagement with the public

2020 ◽  
Author(s):  
Todd Bridgman
Keyword(s):  
Empirical Study ◽  
Business School ◽  
Business Schools ◽  
Management Practice ◽  
The Public ◽  
Critical Engagement ◽  
Public Role ◽  
Organizational Activity ◽  
School Faculty ◽  
Recent Debate

This article considers the possibilities of, and threats to, the performance of a critical public role by business school faculty, based on an empirical study of UK research-led business schools. Its reference point is a recent debate about the 'relevance' of management education to management practice-a debate which has become polarized around nodal points of 'critical' and 'engaged' with the implication that engagement with external constituencies requires the suspension of critique and conversely, that critique of received wisdom is of little relevance to stakeholders. The notion of a critical engagement with the public asserts that business schools can serve a valuable democratic function as scrutinizers of organizational activity. This role is largely marginalized in prevailing conceptions of an increasingly commercialized business school, but the empirical study suggests there is some cause for optimism. The demonstration of 'relevance' does not have to involve the pursuit of a narrow commercialization agenda where the business school propagates a strictly managerialist view of the world. Copyright © 2007 Sage Publications.

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