The ongoing transformation of the Australian higher education sector, principally regional universities, risk becoming irrelevant due to strategic stagnation. This stagnation is effectuated by catering their product portfolio only for the current booming economic conditions; even as it is recognised growth is excessively tempting and profitable in the short to median terms. from a planning standpoint this amounts to tactical transitory gains incapable of sustaining long term vision or strategy. This conduct queries the identity of the institutions, with uncertainties like; are we research based; teaching only; locally focused; international ranked; etc. This paper examines the strategic position by analysing external forces (boundary conditions) affecting a regional university which embody culture, economy, funding, student preferences, demographics etc. The results of this analysis make known linkages for focusing the regional university strategy in an Australian context and recommends that profitability should not be the lone value measure of higher education providers in regional settings.
|Keywords:||Regional Universities, Strategy, Funding, Accounting|
Senior Lecturer, Faculty of Sciences, Engineering and Health, Central Queensland University, Gladstone, Queensland, Australia
There are currently no reviews of this product.Write a Review