Universities of the Future: Universities in Transition Under the Influence of Stakeholders’ Changing Requirements

Conference paper
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 594)


Along with the changing expectations of the environment, higher education institutions are subject to modifications of management strategies. They have shifted from simply satisfying customers to a much higher goal – to creating value for stakeholders. Constant analysis of the changing needs of stakeholders can provide knowledge on how to modify the offer of the university as well as its pro-social activities. But in order to fully analyse the environment, institutions of this kind should also examine the changing group of their stakeholders. With the prevalence of social media and the increasing geographical range of prospective students, the groups of stakeholders who come from completely new environments are expanding. The degree of reaction of universities to these demands seems worth examining. The article is about how universities were being forced to reconsider their role in society and redefine their relations with stakeholders. The article was based on an analysis of the literature.


Stakeholders Strategy of a university Management Social responsibility 


  1. 1.
    Bjorkquist, C.: Continuity and change in stakeholder influence: reflections on elaboration of stakeholder regimes. Reflect. Educ. 4(2), 24–38 (2008)Google Scholar
  2. 2.
    Bertrand, D., Busugutsala, G.: Organisation of first-cycle teaching at university: models and issues. High. Educ. Manag. 10(3), 109–136 (1998)Google Scholar
  3. 3.
    Burrows, J.: Going beyond labels: a framework for profiling institutional stakeholders. Contemp. Educ. 70(4), 5–10 (1999)Google Scholar
  4. 4.
    Clarkson, M.: A stakeholder framework for analysing and evaluating corporate social performance. Acad. Manag. Rev. 20(1), 92–117 (1995)Google Scholar
  5. 5.
    Beach, S.: Who or what decides how stakeholders are optimally engaged by governance networks delivering public outcomes? In: 13th International Research Society for Public Management Conference, IRSPM XIII, Copenhagen Business School, Fredericksberg, Denmark, 6–8 April 2009Google Scholar
  6. 6.
    Jongbloed, B., Enders, J., Salerno, C.: Higher education and its communities: interconnections. Interdependencies Res. Agenda. High. Educ. 56, 303–324 (2008)Google Scholar
  7. 7.
    Paraschivescu, A.O., Botez, N., Fuioagă, A.: Quality based education and the stakeholders’ expectations. Econ. Transdisciplinary Cogn. 16(I), 72–78 (2013)Google Scholar
  8. 8.
    Marić, I.: Stakeholder analysis of higher education institutions. Interdisciplinary Description Complex Syst. 11(2), 217–226 (2013)CrossRefGoogle Scholar
  9. 9.
    Jamali, D., Sidani, Y., El-Asmar, K.: A three country comparative analysis of managerial CSR perspectives: insights from Lebanon, Syria and Jordan. J. Bus. Ethics 85, 173–192 (2009)CrossRefGoogle Scholar
  10. 10.
    Collis, D.: “When industries change” revisited: new scenarios for higher education. In: Devlin, M., Meyerson, J. (eds.) Forum Futures, pp. 103–126. Josey-Bass Inc., A Wiley Company, San Francisco (2001)Google Scholar
  11. 11.
    Otara, A.: Academic dean and the challenges of meeting changing expectations within a competitive higher education environment in Africa. Creative Educ. 6, 134–143 (2015)CrossRefGoogle Scholar
  12. 12.
    Mainardes, E., Alves, H., Raposo, M.: Identifying stakeholders in a Portuguese University: a case study. Revista de Educación 362, 429–457 (2013)Google Scholar
  13. 13.
    Mainardes, E.W., Raposo, M., Alves, H.: Public University students’ expectations: an empirical study based on the stakeholders theory. Transylvanian Rev. Adm. Sci. 35(2), 173–196 (2012)Google Scholar
  14. 14.
    Quality Assurance Agency, Student Expectations and Perceptions of Higher Education. https://www.kcl.ac.uk/study/learningteaching/kli/People/Research/DL/QAAReport.pdf
  15. 15.
    Leja, K.: Kilka uwag o doskonaleniu zarządzania uczelnią publiczną (artykuł dyskusyjny). Studia Ekonomiczne, Uniwersytet Ekonomiczny w Katowicach 169, 103–111 (2013)Google Scholar
  16. 16.
    Tschopp, D., Huefner, R.J.: Comparing the evolution of CSR reporting to that of financial reporting. J. Bus. Ethics 127, 565–577 (2015)CrossRefGoogle Scholar
  17. 17.
    Wachowiak, P.: The process of social reporting - an original model. Org. Manag. 1(154), 123–141 (2013)Google Scholar
  18. 18.
    Higher Education Funding Council for England: Financial health of the higher education sector. Financial results and TRAC outcomes 2013–14. http://www.hefce.ac.uk/media/HEFCE,2014/Content/Pubs/2015/201507/HEFCE2015_07.pdf
  19. 19.
    Wachowiak, P.: Pracownik - kluczowy interesariusz przedsiębiorstwa. Handel Wewnętrzny 4(351), 289–298 (2014)Google Scholar
  20. 20.
    Hooghiemstra, R.: Corporate communication and impression management - new perspectives why companies engage in corporate social reporting. J. Bus. Ethics 27, 55–68 (2000)CrossRefGoogle Scholar
  21. 21.
    Rojek-Nowosielska, M.: Desired versus existing CSR practices: a research perspective. Int. J. Contemp. Manag. 14(4), 23–44 (2015)Google Scholar
  22. 22.
    Public agenda in partnership with the kettering foundation: In: Theory, Yes. How Educators of Educators Discuss the Roles and Responsibilities of Communities in Education. http://www.publicagenda.org/files/PublicAgenda_InTheoryYes_2014.pdf
  23. 23.
    Bartlett, J., McDonald, P., Pini, B.: Identity orientation and stakeholder engagement - the corporatisation of elite schools. J. Public Affairs 15(2), 201–209 (2015)CrossRefGoogle Scholar
  24. 24.
    Waśkowski, Z.: The utilization of the concept of relationships marketing in the process of building the ties of a university with external stakeholders. Mark. Sci. Res. Org. 15(1), 33–45 (2015)Google Scholar
  25. 25.
    Brown, H.S., de Jong, M., Levy, D.L.: Building institutions based on information disclosure: lessons from GRI’s sustainability reporting. J. Cleaner Prod. 17, 571–580 (2009)CrossRefGoogle Scholar
  26. 26.
    Garrett, D.E.: The effectiveness of marketing policy boycotts: environmental opposition to marketing. J. Mark. 51(2), 46–57 (1987)CrossRefGoogle Scholar
  27. 27.
    Weinberg, P., Sweet, K., Israel, D., Sullivan-Yuknis, L.: Developing education policy: a cross-stakeholder effort. Voices Urban Educ. 39, 26–32 (2014)Google Scholar
  28. 28.
    Terkla, D.G., Pagano, M.F.: Understanding institutional image. Res. High. Educ. 34(1), 11–22 (1993)CrossRefGoogle Scholar
  29. 29.
    Shah, M., Nair, ChS: Enrolling in higher education: the perceptions of stakeholders. J. Inst. Res. 15(1), 9–15 (2010)Google Scholar
  30. 30.
    Aksoydan, E., Mizikaci, F.: Evaluation of nutrition and dietetic programs in Turkey as perceived by stakeholders. Nutr. Diet. 72, 176–182 (2015)CrossRefGoogle Scholar
  31. 31.
    Mizikaci, F.: European knowledge society and higher education: universities between the tradition and transformation. J. High. Educ. 2, 95–103 (2012)Google Scholar
  32. 32.
  33. 33.
    Patrick, C., Peach, D., Pocknee, C., Webb, F., Fletcher, M., Pretto, G.: The WIL Report: Work Integrated Learning - A National Scoping Study. Australian Learning and Teaching Council (ALTC), Brisbane (2009)Google Scholar
  34. 34.
    Levin, E., Bok, B., Evans, B.: Expectations of Industry Based Learning: A stakeholder approach. http://www.waceinc.org/hongkong/linkdocs/papers/Australia/Refereed%20Paper%207%20(revised).pdf
  35. 35.
    Bjørkquist, C.: Stakeholder influence in higher education. Old Ideas in New Bottles? Dissertation, Karlstad University Studies 47 (2009)Google Scholar
  36. 36.
    Bokor, J.: University of the Future: A Thousand Year Old Industry on the Cusp of Profound Change. Ernst & Young, Australia (2012)Google Scholar
  37. 37.
    Clarkson, M.: A stakeholder framework for analyzing and evaluating eocporate social performance. Acad. Manag. Rev. 20(1), 92–117 (1995)Google Scholar
  38. 38.
    Benn, S., Abratt, R., O’Leary, B.: Defining and identifying stakeholders: views from management and stakeholders. South Afr. J. Bus. Manag. 47(2), 1–11 (2016)Google Scholar
  39. 39.
    Webster, F.E.: The changing role of marketing in the corporation. J. Mark. 56(4), 1–17 (1992)CrossRefGoogle Scholar
  40. 40.
    Whitehouse, L.: Corporate social responsibility: views from the frontline. J. Bus. Ethics 63, 279–296 (2006)CrossRefGoogle Scholar
  41. 41.
    Winn, M.I.: Building stakeholder theory with a decision modeling methodology. Bus. Soc. 40(2), 133–166 (2001)CrossRefGoogle Scholar
  42. 42.
    Abidin, M.: Higher education quality: perception differences among internal and external stakeholders. Int. Educ. Stud. 8(12), 185–192 (2015)CrossRefGoogle Scholar
  43. 43.
    Kitcharoen, K.: The importance-performance analysis of service quality in administrative departments of private universities in Thailand. ABAC J. 24(3), 20–46 (2004)Google Scholar

Copyright information

© Springer International Publishing AG 2018

Authors and Affiliations

  1. 1.Wyzsza Szkoła Zarzadzania w Gdansku (Gdansk Management College)GdanskPoland

Personalised recommendations