e-journal
Strategic quality management in an internationalised university department: a case study
Abstract
Purpose – In the early 1990s, a number of controversial and radical initiatives were introduced by the
Australian Government that had a compounded impact on higher education in general, and for the teaching
of accounting studies in particular. The impacts of these initiatives have nowlasted well over a decade. The
purpose of this paper is to address this situation.
Design/methodology/approach – This paper uses a case-study approach to study the quality
management objectives and strategies of an accounting department, to survive and prosper in this
changing academic environment, initially as an independent entity in the period 1990-1996, and
thereafter from 1997 to 2006 as a merged entity with another accounting department in the same
university that was an internal competitor in the earlier period.
Findings – It is demonstrated that the department was largely successful in climbing from a position
of significant under-achievement amongst its peers in 1990, to one of strength in terms of both research
performance and entrepreneurship by 1994. However, continual re-structuring of the department by
the university has resulted in a loss of synergy and a decline in the latter periods of the study.
Practical implications – This case is of particular interest to educators who are coping with the
issues of “balance” between teaching and research, and to those interested in seeing how a department
implemented a comprehensive quality management programme largely in keeping with the
framework provided by the Higher Education Council.
Originality/value – The value of the paper is that it provides many useful insights on many diverse
issues to those universities and their departments which wish to operate in a globalised environment.
Keywords Quality management, Strategic management, International accounting, Higher education,
Australia
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