Background/Context: Several studies have investigated state political and economic factors that explain differences in levels of state appropriations for colleges and universities. Few studies have considered how stakeholder beliefs or taken-forgranted assumptions about various institutions may impact budgeting decisions for specific campuses. A…

This paper examines institutional governance of the public university in China, investigating the extent to which government has sponsored the autonomy of universities since the inception of the opening up reforms of 1978. The paper sets out to explain how the party governance system of China is interconnected with aspects of the university's…

Purpose of the present research is an investigation of the most recent personnel reforms of higher education institutions in China and in Italy. A one-to-one comparison between the two realities would have been unrealistic, given the enormous differences between the two Countries in size and historical development. We focused our analysis on some…

This case study describes funding, capital management, and public relations of the University of Houston and its implications for Chinese universities.

In the second decade of the new century, America's public higher education institutions (PHEIs) face several key challenges: rising demands of accountability, a steady drop in public funding, and competition from virtual and for-profit entities. Limited research had been conducted on the applicability of social enterprise theory to these…

The fall of the Berlin Wall in 1989 ushered in a period of change in higher-education systems across the former Eastern bloc. Reform-minded leaders in the region sought to introduce western models and policies promoted by foreign development aid agendas. Private higher-education institutions emerged. This qualitative multiple case study examines…

In response to lower funding commitments, many public colleges and universities have elected to incorporate decentralized budgeting systems, one of which is Responsibility Center Management (RCM). As public institutions are becoming more dependent on tuition dollars because state appropriations are declining, deans have an increased responsibility…

In principle and practice, Michigan's public universities are committed to the sustained improvement of educational and economic opportunities in the state. However, their place in the state's general fund budget makes them especially vulnerable to reductions, when resources are low. The remarkable impact that higher education has on every person…

Since the well-known failures of many experimental colleges and programs in the 1960s and 1970s, policymakers and scholars are often cynical about the possibilities for organisational innovation, particularly within public universities. Public university innovation is possible, however, when organisational actors seek to institutionalise reform…

Since 1989, when it became legally possible for private higher education to operate in New Zealand, the sector has grown to become a significant part of the country's higher education system. This paper explores the private penetration, traces the changes that have occurred in private higher education, and evaluate the sector's position in New…

Wide disparity exists in philanthropic giving to public, two-year community colleges as compared to public, four-year universities. Recent estimates indicate that 0.5 to 5% of all private philanthropic giving to U.S. higher education annually goes to public, two-year community colleges, with the remainder going to public and private four-year…

Implementing an incentives-based budget system at a large public research university significantly redirected internal funds while producing notable organizational and financial surprises. For example, units did not increase their "hoarding" of students, contrary to some expectations. The findings point to several issues for further…

Six forms of privatization of higher education are examined: universities run as completely commercial organizations; universities as nonprofit trusts; public universities receiving a significant portion of income from tuition; public universities receiving a significant portion of income from other private sources; public universities contracting…

The University of California at Los Angeles, in attempting to respond to state legislators' demands to redirect teaching and research to match society's needs, has faced substantial administrative challenges. A Responsibility Center Management model for strategic institutional planning has failed to produce desired changes and has tended to…

A successful college merger is often conditioned by geography, previous cooperation, complementary instructional programs, academic excellence, and common political interest. Suggestions when considering a merger are offered. A case study of a failed merger between Detroit Institute of Technology and Wayne State University is presented. (MLW)