The business cultural assumptions and practices of higher education personnel in leadership positions in the higher education industry are failing to provide graduate employment success to students. Such systemic failure can be detrimental to a $555 billion per year industry. The higher education industry faces adverse press reports, governmental regulations, and their own lack of understanding what skills their students need to be able to work in local and global economies. The research question for the inquiry was: How do the business cultural assumptions and practices of leaders within the higher education industry affect graduate employment success in the 21st century? The study offered the opportunity to interview industry leaders and considered their varied viewpoints on their roles in the industry. The research was guided by previous research on business cultural assumptions and practices (Schein, 2010), multi-minded systems theory (Gharajedaghi, 2011), and ego- and eco-system economies (Scharmer & Kaufer, 2013). Five themes emerged from the data analysis process: (a) course alignment for employment, (b) lack of relationships between higher education and business, (c) lack of goal completion, (d) non-transforming programs, and (e) availability of employment opportunities. The study focused on what the industry can do to improve graduate employment success. These themes allowed the researcher to develop responses to the research question and provide more information on the industry and the direction the industry is taking.
|Adviser||Marilyn E. Harris|
|Subjects||Educational leadership; Management; Adult education|
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