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Institutional Transformation and Stakeholders Engagement for Quality Management Model in African Higher Education

Institutional Transformation and Stakeholders Engagement for Quality Management Model in African Higher Education

Olugbemiga Samuel Afolabi, Felix Omal
Copyright: © 2020 |Pages: 23
ISBN13: 9781522598299|ISBN10: 1522598294|ISBN13 Softcover: 9781522598305|EISBN13: 9781522598312
DOI: 10.4018/978-1-5225-9829-9.ch011
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MLA

Afolabi, Olugbemiga Samuel, and Felix Omal. "Institutional Transformation and Stakeholders Engagement for Quality Management Model in African Higher Education." Quality Management Implementation in Higher Education: Practices, Models, and Case Studies, edited by Michael Sony, et al., IGI Global, 2020, pp. 217-239. https://doi.org/10.4018/978-1-5225-9829-9.ch011

APA

Afolabi, O. S. & Omal, F. (2020). Institutional Transformation and Stakeholders Engagement for Quality Management Model in African Higher Education. In M. Sony, K. Karingada, & N. Baporikar (Eds.), Quality Management Implementation in Higher Education: Practices, Models, and Case Studies (pp. 217-239). IGI Global. https://doi.org/10.4018/978-1-5225-9829-9.ch011

Chicago

Afolabi, Olugbemiga Samuel, and Felix Omal. "Institutional Transformation and Stakeholders Engagement for Quality Management Model in African Higher Education." In Quality Management Implementation in Higher Education: Practices, Models, and Case Studies, edited by Michael Sony, Kochu Therisa Karingada, and Neeta Baporikar, 217-239. Hershey, PA: IGI Global, 2020. https://doi.org/10.4018/978-1-5225-9829-9.ch011

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Abstract

The introduction of cooperative governance in the post-1994 South African higher education system brought complex stakeholder dynamics in the leadership and governance of university governing councils. A major concern of these changes was to institutionalize quality management systems. However, these changes brought its own complexities. Key features of this complexity revolved around cooperation and information sharing in the university governance in spite of ideological differences. Using the concept of culture developed from a multi-theoretical approach and data collected from institutional documents available in the public domain, interviews with members of the university council, and surveys of university staff, the chapter examines the extent of the relationship between public tolerance and different stakeholders involved in the university governance. This is with a view to recommend the need for effective governance and quality management system based on the professionalization of governance practices and institutionalized quality management processes.

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