The implementation of management science in higher education administration

A survey of 146 recent articles is used to assess the current state of implementation in management science models for higher education administration, indicating areas that need further work while also pinpointing areas that have probably been modelled too much.

Abstract

Literature surveys during the 1970s found that many more management science models had been developed for higher education administration than had actually been implemented. This paper uses a survey of 146 recent articles to assess the current state of implementation in that area. The percentage of articles reported to have been implemented is presented for each administrative level, from departmental administration up to the federal level. Purposes for which the models were designed and the management science techniques used are also discussed as they relate to the record of successful implementation. The results are both surprising and informative. For example, although the largest number of models have been developed foruse at the presidential or vice presidential level of an institution, the highest percentage of successful implementations have occurred at the departmental administration level. There have been very few implementations at the state or federal levels. While scheduling was the one purpose for which the fewest number of models were developed, those models also had the highest rate of implementation. The most commonly used technique was mathematical programming, but it also had an extremely low percentage of ongoing implementations. The results indicate areas that need further work while also pinpointing areas that have probably been modelled too much.