scholarly journals Changing Public-Private Dynamics in Polish Higher Education

2016 ◽  
pp. 18-20 ◽  
Author(s):  
Marek Kwiek
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Private Sector ◽  
Cost Sharing ◽  
Private Higher Education ◽  
The Public ◽  
Global Context ◽  
Global Trend ◽  
Changing Demographics ◽  
Polish Higher Education

The public–private dynamics in systematically contracting Polish higher education has been changing rapidly. In the global context of the increasing reliance on cost-sharing mechanisms and the private sector growth, the Polish system seems to be moving in the opposite direction as our data show. The Polish trend of higher education de-privatization (in funding and enrolments) goes against the global trend of its privatization. The Polish case shows how fragile private higher education is when its dominating demand-absorbing subsector is confronted with a double challenge of changing demographics and massive public financing in the public sector.

scholarly journals Politics and Demographics in Poland

2015 ◽  
Author(s):  
Marek Kwiek
Keyword(s):  
Higher Education ◽  
Private Sector ◽  
The State ◽  
Private Higher Education ◽  
Education Reforms ◽  
Policy Options ◽  
Higher Education Reforms ◽  
Changing Demographics ◽  
Polish Higher Education ◽  
The Impact

The article discusses the impact of changing demographics on the future of private higher education in Poland in the context of ongoing higher education reforms. After two decades of massive demand-absorbing growth, Polish higher education is expected to enroll 30-40% less students in 2022 due to demographic decline already felt throughout the system. Consequences for the private sector and policy options for the state are discussed.

scholarly journals An International Exploration of Decline

2015 ◽  
Author(s):  
Daniel Levy
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Social Factors ◽  
Government Regulation ◽  
Private Higher Education ◽  
Public Higher Education ◽  
Demographic Shift ◽  
The Public ◽  
Higher Education Expansion ◽  
Education Expansion

The decline of private higher education constitutes an untold reality: growth is not a uniform, omnipresent, or inevitable course. Reasons for private higher education decline fall into two broad categories—(1) social factors (the lapse of distinct social identity and the demographic shift) and (2) political or public-sector policies (hostile government, regulation, public higher education expansion, and privatization within the public sector).

scholarly journals Extending Access, Choice, and the Reign of the Market: Higher Education Reforms in British Columbia, 1989-2004

2004 ◽  
Vol 34 (3) ◽  
pp. 13-38
Author(s):  
John D. Dennison ◽  
Hans G. Schuetze
Keyword(s):  
Higher Education ◽  
British Columbia ◽  
Public Sector ◽  
Private Higher Education ◽  
Education Reforms ◽  
Market Forces ◽  
The Public ◽  
Higher Education Reforms ◽  
University Colleges ◽  
The Right

British Columbia has implemented two significant higher education reforms in the last 15 years. The first was an Access for All policy, and in particular, the creation of a new breed of institution—university colleges—and recognition of the right of colleges and institutes to confer "applied" degrees. The second reform, more recent and potentially with wider effect, is the decision to allow and, in fact, encourage the emergence of a private higher education sector to complement and to compete with the public sector. Although both reforms had the declared objective of enhancing accessibility and choice by expanding opportunities to study for degrees, the more recent one, now being implemented, had the further objective of opening higher education to market forces.

Mobility as a Service Operating Model to Enable Public Policy

2021 ◽  
pp. 036119812110266
Author(s):  
Christina Joy Ditmore ◽  
Angela K. Miller
Keyword(s):  
Public Policy ◽  
Public Sector ◽  
Environmental Impact ◽  
Private Sector ◽  
Public Good ◽  
Business Model ◽  
Operating Model ◽  
The Public ◽  
Equity And Access ◽  
Policy Goals

Mobility as a Service (MaaS) is the concept through which travelers plan, book, and pay for public or private transport on a single platform using either a service or subscription-based model. Observations of current projects identified two distinct approaches to enabling MaaS: the private-sector approach defined as a “business model,” and the public sector approach that manifests as an “operating model.” The distinction between these models is significant. MaaS provides a unique opportunity for the public sector to set and achieve public policy goals by leveraging emerging technologies in favor of the public good. Common policy goals that relate to transportation include equity and access considerations, environmental impact, congestion mitigation, and so forth. Strategies to address these policy goals include behavioral incentivization and infrastructure reallocation. This study substantiates two models for implementing MaaS and expanding on the public sector approach, to enable policy in favor of the public good.

Relationship between CSR motivations and corporate social performance: a study in the power industry in India

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Moumita Acharyya ◽  
Tanuja Agarwala
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Power Sector ◽  
Public And Private ◽  
Content Type ◽  
The Public ◽  
Self Interest ◽  
Public And Private Sector

PurposeThe paper aims to understand the different motivations / reasons for engaging in CSR initiatives by the organizations. In addition, the study also examines the relationship between CSR motivations and corporate social performance (CSP).Design/methodology/approachThe data were collected from two power sector organizations: one was a private sector firm and the other was a public sector firm. A comparative analysis of the variables with respect to private and public sector organizations was conducted. A questionnaire survey was administered among 370 employees working in the power sector, with 199 executives from public sector and 171 from private sector.Findings“Philanthropic” motivation emerged as the most dominant CSR motivation among both the public and private sector firms. The private sector firm was found to be significantly higher with respect to “philanthropic”, “enlightened self-interest” and “normative” CSR motivations when compared with the public sector firms. Findings suggest that public and private sector firms differed significantly on four CSR motivations, namely, “philanthropic”, “enlightened self-interest”, “normative” and “coercive”. The CSP score was significantly different among the two power sector firms of public and private sectors. The private sector firm had a higher CSP level than the public sector undertaking.Research limitations/implicationsFurther studies in the domain need to address differences in CSR motivations and CSP across other sectors to understand the role of industry characteristics in influencing social development targets of organizations. Research also needs to focus on demonstrating the relationship between CSP and financial performance of the firms. Further, the HR outcomes of CSR initiatives and measurement of CSP indicators, such as attracting and retaining talent, employee commitment and organizational climate factors, need to be assessed.Originality/valueThe social issues are now directly linked with the business model to ensure consistency and community development. The results reveal a need for “enlightened self-interest” which is the second dominant CSR motivation among the organizations. The study makes a novel contribution by determining that competitive and coercive motivations are not functional as part of organizational CSR strategy. CSR can never be forced as the very idea is to do social good. Eventually, the CSR approach demands a commitment from within. The organizations need to emphasize more voluntary engagement of employees and go beyond statutory requirements for realizing the true CSR benefits.

scholarly journals Grey Clustering Evaluation for the Cooperation Efficiency of PPP Project: Taking Beijing Metro Line 4 as an Example

2019 ◽  
Vol 2019 ◽  
pp. 1-13 ◽  
Author(s):  
Hui Sun ◽  
Yingzi Liang ◽  
Yuning Wang
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Evaluation Model ◽  
Evaluation Index System ◽  
The Public ◽  
Clustering Model ◽  
Grey Clustering ◽  
Public Products ◽  
Infrastructure Project

PPP model is an important model which provides public products or services based on the coordination between the public sector and private sector. The implementation of PPP model is helpful for relieving the stress of insufficient funding for public sector and improving the efficiency of resource allocation. Comparing with traditional infrastructure project, PPP project involves many stakeholders, and the cooperation efficiency during the different stakeholders impacts the results of the project directly. Thus, it is important to explore the cooperation efficiency of PPP project. Based on grey clustering model, this paper evaluates the cooperation efficiency of PPP project. An evaluation index system including 36 indexes is established based on the aims and objectives of three stakeholders (public sector, private sector, and passengers). A case study of Beijing Metro Line 4 PPP project is implemented to verify the validity and applicability of the evaluation model. And the results showed that the cooperation efficiency of Beijing Metro Line 4 PPP project is relatively high. The model also provided insights into the shortage of the cooperation efficiency of Beijing Metro Line 4 PPP project. As such, the results can assist all stakeholders in adjusting the cooperation efficiency.

scholarly journals THE MEDIATING ROLE OF CORPORATE ENTREPRENEURSHIP FOR EXTERNAL ENVIRONMENT EFFECTS ON PERFORMANCE

2013 ◽  
Vol 14 (Supplement_1) ◽  
pp. S328-S357 ◽  
Author(s):  
Claudine Kearney ◽  
Robert D. Hisrich ◽  
Bostjan Antoncic
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Organizational Performance ◽  
External Environment ◽  
Corporate Entrepreneurship ◽  
The United States ◽  
Mediating Effect ◽  
Integrative Model ◽  
The Public ◽  
Private Sector Organizations

A model is proposed that tests the antecedents and the mediating effect of corporate entrepreneurship on the external environment-performance relationship within private and public sector organizations. Hypotheses were tested using data from a sample of chief executive officers in 51 private sector organizations in the United States, 141 private sector organizations in Slovenia and 134 public sector state and semi-state enterprises in Ireland. Data was analyzed using hierarchical regression analysis. The results show that dynamism and munificence effects on performance are mediated by an organization's corporate entrepreneurship in the private sector and munificence effects on performance are mediated by an organization's renewal in the public sector and that renewal must be in place to maximize the effect of munificence on performance. The results support a model that incorporates an extensive and diverse literature into a single model and helps illuminate similarities and differences of corporate entrepreneurship between the private sector and the public sector. The study shows that an integrative model and the interplay among the constructs yields new insights unavailable to single and focused approaches. It offers new insights about corporate entrepreneurship, not only as a discrete pursuit, but also as a construct that shapes and extends organizational performance.

Sociology after Fordism: Prospects and problems

2011 ◽  
Vol 14 (4) ◽  
pp. 537-556 ◽  
Author(s):  
John Holmwood
Keyword(s):  
Political Economy ◽  
Public Sector ◽  
Social Studies ◽  
Private Sector ◽  
Special Interest ◽  
Social Knowledge ◽  
Sociological Knowledge ◽  
The Public ◽  
Critical Knowledge ◽  
New Form

A number of commentators have suggested that the shift from a Fordist to a post-Fordist regime of political economy has had positive consequences for sociology, including the reinforcement of critical sociologies ( Burawoy, 2005 ; Steinmetz, 2005 ). This article argues that, although disciplinary hierarchies have been destabilized, what is emerging is a new form of instrumental knowledge, that of applied interdisciplinary social studies. This development has had a particular impact upon sociology. Savage and Burrows (2007) , for example, argue that sociological knowledge no longer has a privileged claim to authority and is increasingly in competition with social knowledge produced by the private sector and agencies of the public sector. The response of many sociologists to such claims has been to reassert the importance of the discipline as the purveyor of critically relevant knowledge about society. The article traces how the idea of internal critique within sociology has developed to embrace ‘knowing capitalism’ ( Thrift, 2005 ), at the same time as declaring the impossibility of sociological knowledge. The critique of sociology also becomes the critique of critique and what remains is the instrumentalization of knowledge. Where many sociologists continue to claim a special interest in critical knowledge, the article suggests that, in contrast, we potentially confront the problem that such knowledge may itself be facing a crisis of reproduction.

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Z. Elbashir ◽  
Steve G. Sutton ◽  
Vicky Arnold ◽  
Philip A. Collier
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Measurement ◽  
Knowledge Creation ◽  
New Technologies ◽  
Top Management ◽  
Process Performance ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose Recent research and policy reports indicate public sector organizations struggle to leverage information technology-based performance measurement systems and fail to effectively evaluate performance beyond financial metrics. This study aims to focus on organizational factors that influence the assimilation of business intelligence (BI) systems into integrated management control systems and the corollary impact on improving business process performance within public sector organizations. Design/methodology/approach The complete Australian client list was acquired from a leading BI vendor; and the authors surveyed all public sector organizations, receiving 226 individual responses representing 160 public sector organizations in Australia. Using latent construct measurement, structural equation modeling (SEM)-partial least squares is used to test the theoretical model. Findings When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities that are critical to assimilation in private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. When top management effectively manages knowledge importation from external entities to counteract deficiencies, public sector organizations effectively assimilate BI knowledge into performance measurement yielding strong process performance. Research limitations/implications When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities critical to assimilation in the private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. The research extends the theory behind organizational absorptive capacity by highlighting how knowledge importation can be used as an external source facilitating internal knowledge creation. This collaborative knowledge creation leads to affective assimilation of BI technologies and associated performance gains. Practical implications The results provide guidance to public sector organizations that struggle to measure and validate service outcomes under New Public Management regulations and mandates. Originality/value The results reveal that consistent with the philosophies behind New Public Management strategies, private sector measures for increasing organizational absorptive capacity can be applied in the public sector. However, knowledge importation appears to be a major catalyst in the public sector where the resources to retain skilled professionals with an ability to leverage contemporary technologies into service performance are often very limited. Top management team knowledge and skills are critical to effectively leveraging these internal and external knowledge creation mechanisms.

Sign in / Sign up

Export Citation Format

Share Document