A Conceptual Model on Fee Perception and Quality of Management Education using ISM and Fuzzy MICMAC Analysis
DOI:
https://doi.org/10.17010/pijom/2019/v12i7/145584Keywords:
Management Education
, Quality, Fee, ISM, MICMAC.JEL Classification Codes
, M10, M20.Paper Submission Date
, September 20, 2018, Paper Sent Back for Revision, May 8, 2019, Paper Acceptance Date, June 20, 2019.Abstract
Purpose: The purpose of this paper was to understand the existing relationship between perceptions of fee appropriateness and quality of management education. Using extant literature, we made an attempt to understand the relationship among variables, which was missing in extant literature and proposed a conceptual framework using ISM (interpretive structural modelling). Further, the variables were also categorized using MICMAC analysis.
Design: The research procedure was methodically framed. It comprised of primary as well as secondary data & information. We used interpretative structural modelling (ISM) as a tool to understand the linkages and relation among the variables. We used systematic literature review (SLR) method to find the variables from the present literature and further used fuzzy MICMAC analysis to understand the composite balance amid the variables.
Findings: The findings using ISM modeling indicated three levels. The output suggested that Fee Appropriateness and Infrastructure were the most significant factors, the second level of the model is Skills Acquired and Career Aspiration, and the third level is Academic Excellence and Institutional Factors. In order to ensure the attainment of high level of management education, the educational institutions may focus their attention on academic excellence, good infrastructure, positively focusing on enhancing institutional features, and skill development of students to fulfill their career aspirations. The fuzzy MICMAC output suggests Fee Appropriateness and Career Aspiration were the dependence variables. Academic Excellence and Institutional Features were the linkage variables and Skills Acquired and Infrastructure were the driving variables.
Research Limitations: The study was based on expert opinion; hence, the potential to capture unique insights was limited. Limited variables were also considered for the ISM model. The application in a real situation would need some changes.
Originality/Value: It is the first study to propose a conceptual model on Fee Appropriateness for management education using ISM. This research showed the analysis of Fee Appropriateness and its influence on quality of management education.
Downloads
Downloads
Published
How to Cite
Issue
Section
References
Bagga, T. (2017). Accreditation compulsion or inducement: A perception study of various stakeholders. Prabandhan : Indian Journal of Management, 10 (12), 7-19. http://dx.doi.org/10.17010/pijom/2017/v10i12/119977
Baruch, Y. (2009). To MBA or not to MBA. Career Development International, 14 (4), 388-406.
Bennis, W. G., & O’Toole, J. (2005). How business schools lost their way. Harvard Business Review, 83(5), 96-104.
Bisht, D., & Joshi, M. (2017). An empirical study of emotional intelligence of post-graduate and undergraduate school teachers of Delhi. Educational Quest, 8(Special Issue), 323-329.
Bolaños, R., Fontela, E., Nenclares, A., & Pastor, P. (2005). Using interpretive structural modelling in strategic decision-making groups. Management Decision, 43(6), 877-895.
Burton, B. K., & Dunn, C. P. (2005). The caring approach and social issues in management education. Journal of Management Education, 29(3), 453-474.
Bush, T. (2007). Educational leadership and management : Theory, policy, and practice. South African Journal of Education, 27(3), 391-406.
Cappelli, P., Singh, H., Singh, J. V., & Useem, M. (2010). Leadership lessons from India. Harvard Business Review. Retrieved from http://hbr.org/2010/03/leadership-lessons-from-india/ar/1
Datar, S. M., Garvin, D. A., Cullen, P. G. (2010). Rethinking the MBA: Business education at a crossroads. Boston : Harvard Business Press.
Dayal, I. (2002). Developing management education in India. Journal of Management Research, 2 (2), p. 101.
Douglas, T. J., & Judge Jr, W. Q. (2001). Total quality management implementation and competitive advantage: The role of structural control and exploration. The Academy of Management Journal, 44 (1), 158-169.
Flamholtz, E. G., Bullen, M. L., & Hua, W. (2003). Measuring the ROI of management development: An application of the stochastic rewards valuation model. Journal of Human Resource Costing & Accounting, 7(1-2), 21-40.
Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning & Education, 4 (1), 75-91.
Gupta, V., Gollakota, K., & Sreekumar, A. (2003, November). Quality in business education: A study of the Indian context. Paper prepared and presented at the Business Education and Emerging Market Economies : Trends and Prospects Conference, Technology Square, Atlanta, Georgia, USA. Retrieved from https://www.scheller.gatech.edu/centers-initiatives/ciber/projects/workingpaper/2003/04-014.pdf
Innerarity, D. (2013). Power and knowledge : The politics of the knowledge society. European Journal of Social Theory, 16 (1), 3-16.
Jagadeesh, R. (2000). Assuring quality in management education: The Indian context. Quality Assurance in Education, 8 (3), 110 -119.
Jeffrey, P., & Fong, C. T. (2004). The business school ‘business’: Some lessons from the US experience. Journal of Management Studies, 41(8), 1501-1520.
Kajaste, M., Prades, A., & Scheuthle, H. (2015). Impact evaluation from quality assurance agencies’ perspectives: Methodological approaches, experiences and expectations. Quality in Higher Education, 21(3), 270-287.
Kaynak, H. (2003). The relationship between total quality management practices and their effects on firm performance. Journal of Operations Management, 21(4), 405-435.
Kingdon, G. G. (2007). The progress of school education in India. Oxford Review of Economic Policy, 23 (2), 168-195.
Klandt, H., & Volkmann, C. (2006). Development and prospects of academic entrepreneurship education in Germany. Higher Education in Europe, 31(2), 195-208.
Kuratko, D. F. (2005). The emergence of entrepreneurship education: Development, trends, and challenges. Entrepreneurship Theory and Practice, 29 (5), 577-598.
Leiber, T. (2018). Impact evaluation of quality management in higher education: A contribution to sustainable quality development in knowledge societies. European Journal of Higher Education, 8 (3), 235-248.
Leitão, J., & Baptista, R. (Eds.). (2009). Public policies for fostering entrepreneurship. New York : Springer.
Mahajan, R., Agrawal, R., Sharma, V., & Nangia, V. (2014). Factors affecting quality of management education in India: An interpretive structural modelling approach. International Journal of Educational Management, 28 (4), 379-399.
Manimala, M. J. (2006). Management education in India: A perspective on quality improvement. Journal of Management and Entrepreneurship, 1(3), 28-46.
Mihail, D. M., & Antigoni Elefterie, K. (2006). Perceived effects of an MBA degree on employability and career advancement: The case of Greece. Career Development International, 11(4), 352-361.
Mishra, S., & Nargundkar, R. (2015). An analysis of intensive mode pedagogy in management education in India. International Journal of Educational Management, 29 (4), 408-419.
Monaghan, C. H. (2011). Communities of practice: A learning strategy for management education. Journal of Management Education, 35(3), 428-453.
Noronha, M. R. (2011). Management education at crossroads in India. Asia Pacific Journal of Research in Business Management, 2 (6), 87-101.
Oza, V., & Parab, S. (2012). Three pillars of quality management education in India in the 21st century. International Journal of e-Education, e-Business, e-Management and e-Learning, 2 (1), 67-71.
Palacio, A.B., Meneses, G.D., & Perez, P.J. (2002). The configuration of the university image and its relationship with the satisfaction of students. Journal of Educational Administration, 40 (5), 486-505.
Pearson, E., & Rao, N. (2006). Early childhood education policy reform in Hong Kong: Challenges in effecting change in practices. Childhood Education, 82 (6), 363-368.
Ramaprasad, B. S., Prabhu, K. N., Lakshminarayanan, S., & Pai, Y. P. (2017). Human resource management practices and organizational commitment: A comprehensive review (2001-2016). Prabandhan: Indian Journal of Management, 10 (10), 7-23. doi:http://dx.doi.org/10.17010/pijom/2017/v10i10/118810
Sahay, B. S., & Thakur, R. R. (2007). Excellence through accreditation in Indian B-schools. Global Journal of Flexible Systems Management, 8 (4), 9-16.
Sahney, S., Banwet, D. K., & Karunes, S. (2010). Quality framework in education through application of interpretive structural modeling: An administrative staff perspective in the Indian context. The TQM Journal, 22 (1), 56-71.
Sen, S. (2016). A case study on perception of stakeholders about computer training institutes in West Bengal. Prabandhan: Indian Journal of Management, 9 (11), 45-57. doi:http://dx.doi.org/10.17010/pijom/2016/v9i11/105322
Singh, H., & Khamba, J. S. (2011). An interpretive structural modelling (ISM) approach for advanced manufacturing technologies (AMTs) utilisation barriers. International Journal of Mechatronics and Manufacturing Systems, 4(1), 35-48.
Toole, T. M. (2005). Increasing engineers’ role in construction safety: Opportunities and barriers. Journal of Professional Issues in Engineering Education and Practice, 131(3), 199-207.
van Weert, T. J. (2006). Education of the twenty-first century: New professionalism in lifelong learning, knowledge development and knowledge sharing. Education and Information Technologies, 11(3-4), 217-237.
Warfield, J. N. (1974). Developing interconnection matrices in structural modeling. IEEE Transactions on Systems, Man and Cybernetics, 4(1), 81-87.
Yadav, D. K., Yadav, J., & Malik, R. (2019). E-HRM: A paradigm shift in HR practices and its effects on perception of employees towards accepting this new technology. Prabandhan: Indian Journal of Management, 12(2), 23-39. http://dx.doi.org/10.17010/pijom/2019/v12i2/141754