Market orientation in universities | Zendy

Jane HemsleyBrown | Zendy; Izhar Oplatka | Zendy

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Market orientation in universities

Author(s) -

Jane HemsleyBrown,

Izhar Oplatka

Publication year - 2010

Publication title -

international journal of educational management

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 0.427

H-Index - 51

eISSN - 1758-6518

pISSN - 0951-354X

DOI - 10.1108/09513541011031565

Subject(s) - market orientation , promotion (chess) , sample (material) , government (linguistics) , originality , higher education , marketing , scale (ratio) , value (mathematics) , competition (biology) , public relations , psychology , perception , pedagogy , sociology , political science , business , social psychology , economic growth , economics , philosophy , creativity , law , ecology , linguistics , chemistry , computer science , biology , chromatography , quantum mechanics , machine learning , physics , neuroscience , politics

Purpose:

the reported study tested (1) whether there are significant differences between the two countries, in terms of perceptions of market orientation (MO) in higher education (HE), (2) which MO dimensions (student; competition; intra-functional) indicate more positive attitudes and whether the differences are significant; and (3) the reliability of the instrument for using a larger sample of respondents internationally.

Method:

A comparative (online) survey of 68 academics in England and Israel has been conducted during the academic year of 2007. The MO questionnaire used comprises 32 factor items rated on a six-point scale, categorised using three headings: market (student-customer) orientation; competitor orientation; and inter-functional coordination.

Findings:

Overall, academics in both countries indicated that their HE institution is oriented towards meeting students’ needs and desires, and cares for students’ well-being, teaching and learning. In addition, our respondents alluded to their contribution to internal marketing, i.e., to the promotion of their university through their own work tasks and performances.

Practical implications:

The meeting of student needs, and a student centred approach can be an institutional mission, as well as a government drives initiative imposed on universities through the introduction of a market.

Originality/value of paper:

As MO frequently underpins the development and implementation of successful organisation-environment relationships, the current paper is a first attempt to trace the contextual determinants of this orientation by comparing its frequencies and elements in two different HE system.

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