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Journal articles on the topic 'Higher Education Administration'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Pattenaude, Richard L., Elwood B. Ehrle, and John B. Bennett. "Higher-Education Administration." Public Administration Review 49, no. 6 (1989): 571. http://dx.doi.org/10.2307/976585.

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2

Marini, Frank, and Madeline F. Green. "Leaders for Higher-Education Administration." Public Administration Review 49, no. 5 (1989): 498. http://dx.doi.org/10.2307/976399.

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3

Sagaria, Mary Ann D. "Women in higher education administration." Economics of Education Review 5, no. 3 (1986): 335–36. http://dx.doi.org/10.1016/0272-7757(86)90093-2.

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4

NileshSarjerao, Salve. "Sustainability in Higher Education Administration." International Journal of Advance and Applied Research S6, no. 2 (2025): 29–33. https://doi.org/10.5281/zenodo.15559491.

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5

Townsend, Barbara K., and Michael D. Wiese. "The higher education doctorate as a passport to higher education administration." New Directions for Higher Education 1991, no. 76 (1991): 5–13. http://dx.doi.org/10.1002/he.36919917603.

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6

Spanier, Graham B. "Higher Education Administration: One Sociologist's View." Sociological Perspectives 33, no. 2 (1990): 295–300. http://dx.doi.org/10.2307/1389050.

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7

Ling, Lorraine, and Peter Ling. "Administration for innovation in higher education." Innovative Higher Education 18, no. 3 (1994): 221–36. http://dx.doi.org/10.1007/bf01191115.

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8

Akkaya Hükümen, Arzu, and Erkan Tabancalı. "Power, Neoliberalism and Higher Education Administration*." İçtimaiyat 9, no. 1 (2025): 248–71. https://doi.org/10.33709/ictimaiyat.1590340.

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It is essential to address power relations on the grounds of power and to discuss how power penetrates institutions, especially human life, in the context of neoliberalism to analyze higher education administration in the twenty-first century. In the current society, where various aspects are emphasized with descriptions such as information society, post-modernist, or neoliberal, practices in universities are also affected by social dynamics and how power operates. Therefore, examining changing forms of social and power relations is critically important to analyze administrative practices in h

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9

Sueyoshi, Amy. "Redefining Higher Education." Ethnic Studies Review 42, no. 2 (2019): 225–31. http://dx.doi.org/10.1525/esr.2019.42.2.225.

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The author, who is the Dean of the College of Ethnic Studies at San Francisco State University, reflects on her personal and professional experiences as a queer Asian American in academia and speaks to the significance of Queer Ethnic Studies in advancing educational equity and effective higher education administration.

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10

Yifang *, Li. "The basic point of higher education: higher learning—reflections on the philosophy of higher education." Journal of Higher Education Policy and Management 26, no. 1 (2004): 119–22. http://dx.doi.org/10.1080/1360080042000182573.

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11

Reynolds, Sherrie, Robert F. Lusch, David Cross, and Nowell Donovan. "Higher Education Administration in a Dynamic System." Journal of Thought 44, no. 1-2 (2009): 91. http://dx.doi.org/10.2307/jthought.44.1-2.91.

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12

Euster, Joanne R. "Women in Higher Education Administration (Book Review)." College & Research Libraries 46, no. 1 (1985): 85–86. http://dx.doi.org/10.5860/crl_46_01_85.

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13

Mustafa, A., and M. Goh. "Multi-criterion models for higher education administration." Omega 24, no. 2 (1996): 167–78. http://dx.doi.org/10.1016/0305-0483(95)00053-4.

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14

Lakhova, O. V. "HIGHER LEGAL EDUCATION: NOVELTIES IN PUBLIC ADMINISTRATION." State and Regions. Series: Law, no. 3 (2023): 309–14. http://dx.doi.org/10.32782/1813-338x-2023.3.49.

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15

Osipyan, Liana. "FEATURES OF ADMINISTRATION OF HIGHER PROFESSIONAL EDUCATION." Economics, Finance and Accounting 1, SI-1 (2023): 49. http://dx.doi.org/10.59503/29538009-2023.si-1-49.

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Management of higher vocational education is multi-layered and multi-content, as it has a wide range of beneficiaries. It is not limited within one university and manifests itself in the extra-university environment as well. The article interprets the features of higher education management and the key outcomes emerging in the management hierarchy, proposing a harmonization of regulatory influence in different areas and a comparable measurement of managerial implications using relative indicators. 

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16

Kuznetsov, I. S. "Determinants of Trust in Higher Education." Vysshee Obrazovanie v Rossii = Higher Education in Russia 30, no. 12 (2022): 9–31. http://dx.doi.org/10.31992/0869-3617-2021-30-12-9-31.

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The article addresses the factors that influence students’ trust in the teachers, faculty administration and university administration. Establishing trusting relationships at the university leads to a number of positive effects: for example, it facilitates cooperation between members of educational organization, making them more united, open to communication and motivated; it is a prerequisite for academic excellence, high-quality higher education and loyalty. This is the reason of the researchers’ interest to this topic. However, the factors influencing students’ trust in teachers and univers

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17

Muhammad, Dhiyauddin Saharudin. "The Role of Academic Administration in Higher Education in Malaysia." International Journal of Management, Sciences, Innovation, and Technology IJMSIT 2, no. 2 (2021): 16–21. https://doi.org/10.5281/zenodo.4659702.

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This paper explores significant role of administrators in higher education in Malaysia where decision-making process has an impact to cope with challenges. Effectiveness has been gained by administrations while they are able to approach effective activities simultaneously. It has brought a sound and effective discussion regarding problem statement that the administrations have faced for developing the educational system. In addition to that challenges have been analyzed like lack of development of academic curriculum, inefficiency in monitoring academic progress, and ineffective supervision re

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18

Karmel∗, Peter. "Higher Education ‐‐ Tensions and Balance." Journal of Tertiary Education Administration 12, no. 2 (1990): 329–37. http://dx.doi.org/10.1080/0157603900120202.

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19

Chen, Pi-Yun, and Ming-Hsiung Hsiao. "Service Science in Higher Education." International Journal of Service Science, Management, Engineering, and Technology 5, no. 4 (2014): 1–12. http://dx.doi.org/10.4018/ijssmet.2014100101.

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One of the forms in service innovation for universities in Taiwan is to develop transnational education such as offshore programs where the existent programs were re-innovated by providing new service processes including improved delivery or distribution methods. This study examined how the universities adopted this form of innovation and examined how they productize their offshore programs, corresponding to the four productization practices: specifying, tangibilizing, systemizing and standardizing, in terms of program design, curriculum design, teaching and learning, assessment, and administr

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20

Baldwin, Jon F. "Current challenges in higher education administration and management." Perspectives: Policy and Practice in Higher Education 13, no. 4 (2009): 93–97. http://dx.doi.org/10.1080/13603100903292524.

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21

Kaplan, Sheila, and Adrian Tinsley. "The Unfinished Agenda: Women in Higher Education Administration." Academe 75, no. 1 (1989): 18. http://dx.doi.org/10.2307/40249780.

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22

Smith, Michael Clay, David Nichols, and James W. Wensyel. "The Administration of Public Safety in Higher Education." Journal of Higher Education 61, no. 1 (1990): 115. http://dx.doi.org/10.2307/1982041.

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23

Benjamin, Mimi. "Media Review: Organization and Administration in Higher Education." Journal of Student Affairs Research and Practice 51, no. 3 (2014): 343–45. http://dx.doi.org/10.1515/jsarp-2014-0035.

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24

Budai, Balázs Benjámin, Sándor Csuhai, and István Tózsa. "Digital Competence Development in Public Administration Higher Education." Sustainability 15, no. 16 (2023): 12462. http://dx.doi.org/10.3390/su151612462.

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Today, citizens’ digital readiness and competence are competitive factors. While users with a high level of digital competence are usually associated with intensive and conscious use by consumers, those with a lower level of competence are characterized by passive consumer use and lagging in technology. It is essential to continuously develop and monitor competence levels because digital skills, the way digital tools are used, and the effects of use are interlinked. The importance of digital competence is also evident in public administration because its presence affects the quality of public

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25

Piatnychuk, I. "PUBLIC ADMINISTRATION OF HIGHER EDUCATION IN THE USA." Law and public administration, no. 4 (2024): 213–20. https://doi.org/10.32782/pdu.2024.4.28.

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26

Upadhyay, Vaibhav, and Dr Himanshu Rastogi. "The Role of Artificial Intelligence in Higher Education: Transforming Learning and Administration." International Journal of Research Publication and Reviews 6, no. 3 (2025): 6662–65. https://doi.org/10.55248/gengpi.6.0325.12105.

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27

Torres Bernal, Aníbal. "Family Therapy Education and Higher Education Administration Policy: Facing New Challenges." Contemporary Family Therapy 31, no. 4 (2009): 280–93. http://dx.doi.org/10.1007/s10591-009-9097-3.

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28

O'Brien∗, Peter. "The Case for Higher Education Marketing: Scouting The Higher Ground." Journal of Tertiary Education Administration 9, no. 2 (1987): 145–55. http://dx.doi.org/10.1080/0157603870090204.

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29

McKinnon∗, Ken. "The New Agenda for Higher Education." Journal of Tertiary Education Administration 12, no. 1 (1990): 233–41. http://dx.doi.org/10.1080/0157603900120102.

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30

Massaro∗, Vin. "Management and Planning in Higher Education." Journal of Tertiary Education Administration 13, no. 2 (1991): 143–51. http://dx.doi.org/10.1080/1036970910130204.

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31

Lindsay∗, Alan. "Concepts of Quality in Higher Education." Journal of Tertiary Education Administration 14, no. 2 (1992): 153–63. http://dx.doi.org/10.1080/1036970920140203.

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32

Doti *, James L. "Is Higher Education Becoming a Commodity?" Journal of Higher Education Policy and Management 26, no. 3 (2004): 363–69. http://dx.doi.org/10.1080/1360080042000290203.

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33

Moodie, Gavin. "Higher education research: The developing field." Journal of Higher Education Policy and Management 42, no. 3 (2020): 383–85. http://dx.doi.org/10.1080/1360080x.2020.1747959.

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34

Al-Khathlan, Mansour bin Zaid bin Ibrahim. "Improving Higher Education Administration: A Case Study of Prince Sattam bin Abdulaziz University." Journal of Educational and Social Research 12, no. 4 (2022): 104. http://dx.doi.org/10.36941/jesr-2022-0100.

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The study undertakes to identify the point of view of university leaders to develop university administration. The researcher used the descriptive-analytical method for the present study. The study uses a questionnaire as a tool for data collection. The questionnaire consists of four main dimensions to measure the competitiveness of university administration in Saudi universities. There are 37 items in the questionnaire. The research sample includes 172 deans of faculties, heads of academic departments, and administrations at Prince Sattam bin Abdulaziz University. The research concluded that

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35

Wong, Zachary. "Social Media as Higher Education Instruments in Business Administration." International Journal of Innovation, Management and Technology 6, no. 4 (2015): 295–99. http://dx.doi.org/10.7763/ijimt.2015.v6.618.

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36

Chinyere, Amini-Philips,, and Ogbuagwu, Chukwuma. "Corruption and Administration of Higher Education Institutions in Nigeria." World Journal of Social Science 4, no. 2 (2017): 12. http://dx.doi.org/10.5430/wjss.v4n2p12.

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Corruption in this paper refers to absurd or deviant disposition of people in institutions of higher learning whichviolates the ethical standards. The prevalence of corruption in tertiary institutions is viewed to negate the core values ofeducation at this level. Major themes discussed included definition of corruption, corruption in Nigerian society andhigher learning institutions, highlighting the various aspects and shapes of corruption in Nigerian higher institutions.Dimensions of corruption identified included students, lecturers, non-academic staff and administrators. The shapes ofcorrup

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37

SEKIGUCHI, Yohei. "The Parallel Governance System in Vietnamese Higher Education Administration." Comparative Education 2014, no. 49 (2014): 114–35. http://dx.doi.org/10.5998/jces.2014.49_114.

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38

Harman∗, Grant. "Australian Higher Education Administration and the Quality Assurance Movement." Journal of Tertiary Education Administration 16, no. 1 (1994): 25–43. http://dx.doi.org/10.1080/1036970940160103.

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39

Enaohwo, J. Okpako. "AUTONOMY AND DEPENDENCE IN THE ADMINISTRATION OF HIGHER EDUCATION." Higher Education in Europe 14, no. 1 (1989): 78–85. http://dx.doi.org/10.1080/0379772890140112.

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40

Gunn, Bruce. "Salary administration in the management systems of higher education." Innovative Higher Education 13, no. 2 (1989): 117–46. http://dx.doi.org/10.1007/bf00889745.

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41

White, Gregory P. "The implementation of management science in higher education administration." Omega 15, no. 4 (1987): 283–90. http://dx.doi.org/10.1016/0305-0483(87)90016-8.

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42

Beer, Laura E. "Contemplative Administration: Transforming the Workplace Culture of Higher Education." Innovative Higher Education 35, no. 4 (2010): 217–31. http://dx.doi.org/10.1007/s10755-010-9146-8.

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43

Piatnychuk, I. D. "CLASSIFICATION OF MECHANISMS OF PUBLIC ADMINISTRATION OF HIGHER EDUCATION." "Scientific Notes of Taurida V.I. Vernadsky University", series "Public Administration", no. 6 (2023): 46–52. http://dx.doi.org/10.32782/tnu-2663-6468/2023.6/08.

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44

Dixon, Keith. "Accounting for higher education: Calculative practices in curricular administration." Critical Perspectives on Accounting 102 (December 2025): 102805. https://doi.org/10.1016/j.cpa.2025.102805.

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45

Lara, Tracy M., and Aaron W. Hughey. "Implementing the Team Approach in Higher Education." Industry and Higher Education 22, no. 4 (2008): 245–51. http://dx.doi.org/10.5367/000000008785201775.

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Many companies have implemented the team approach as a way to empower their employees in an effort to enhance productivity, quality and overall profitability. While application of the concept to higher education administration has been limited, colleges and universities could benefit from the team approach if implemented appropriately and conscientiously. The authors discuss some of the issues and concerns that are relevant to implementing the team approach in an academic environment. Suggestions for implementing teams in higher education are provided, including the difference between the team

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46

Williams∗, Bruce. "The 1988 White Paper on Higher Education." Journal of Tertiary Education Administration 10, no. 2 (1988): 111–26. http://dx.doi.org/10.1080/0157603880100202.

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47

Hore∗, Terry. "Contracts Between Government and Higher Education Institutions." Journal of Tertiary Education Administration 11, no. 1 (1989): 87–94. http://dx.doi.org/10.1080/0157603890110106.

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48

O'Neill∗, Arthur. "Coming To Terms With Higher Education Changes." Journal of Tertiary Education Administration 14, no. 1 (1992): 29–45. http://dx.doi.org/10.1080/1036970920140103.

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49

Benjamin, Roger, and Stephen J. Carroll. "Impediments and Imperatives in Restructuring Higher Education." Educational Administration Quarterly 32, no. 1_suppl (1996): 705–19. http://dx.doi.org/10.1177/0013161x960321007.

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There are ominous signs that America's higher education sector is declining. However, why have higher education institutions and their leaders had such difficulty in addressing the problems the sectorfaces? We argue that basic assumptions built into the governance of higher education obstruct an effective response. After presenting the assumptions, we make a case for redesigning the structure of higher education governance.

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50

Stilwell, Frank. "Higher Education, Commercial Criteria and Economic Incentives." Journal of Higher Education Policy and Management 25, no. 1 (2003): 51–61. http://dx.doi.org/10.1080/13600800305741.

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