Stratified University Strategies: The Shaping of Institutional Legitimacy in a Global Perspective

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dc.authoridStensaker, Bjorn/0000-0002-2109-4902
dc.authoridCastiello-Gutierrez, Santiago/0000-0002-5867-9082
dc.authoridVance, Hillary/0000-0001-9156-3738
dc.authoridPavlyutkin, Ivan/0000-0002-1077-6377
dc.authoridCalikoglu, Alper/0000-0002-7526-3740
dc.authoridLee, Jenny/0000-0003-2799-487X
dc.contributor.authorStensaker, Bjorn
dc.contributor.authorLee, Jenny J.
dc.contributor.authorRhoades, Gary
dc.contributor.authorGhosh, Sowmya
dc.contributor.authorCastiello-Gutierrez, Santiago
dc.contributor.authorVance, Hillary
dc.contributor.authorCalikoglu, Alper
dc.date.accessioned2025-01-27T20:43:54Z
dc.date.available2025-01-27T20:43:54Z
dc.date.issued2019
dc.departmentÇanakkale Onsekiz Mart Üniversitesi
dc.description.abstractGlobalizing forces have both transformed the higher education sector and made it increasingly homogenous. Growing similarities among universities have been attributed to isomorphic pressures to ensure and/or enhance legitimacy by imitating higher education institutions that are perceived as successful internationally, particularly universities that are highly ranked globally (Cantwell & Kauppinen, 2014; DiMaggio and Powell, 1983). In this study, we compared the strategic plans of 78 high-ranked, low-ranked, and unranked universities in 33 countries in 9 regions of the world. In analyzing the plans of these 78 universities, the study explored patterns of similarity and difference in universities' strategic positioning according to Suchman's (1995) 3 types of legitimacy: cognitive, pragmatic, and moral. We found evidence of stratified university strategies in a global higher education landscape that varied by institutional status. In offering a corrective to neoinstitutional theory, we suggest that patterns of globalization are mediated by status-based differences in aspirational behavior (Riesman, 1958) and old institutional forces (Stinchcombe, 1997) that contribute to differently situated universities pursuing new paths in seeking to build external legitimacy.
dc.identifier.doi10.1080/00221546.2018.1513306
dc.identifier.endpage562
dc.identifier.issn0022-1546
dc.identifier.issn1538-4640
dc.identifier.issue4
dc.identifier.scopus2-s2.0-85053477516
dc.identifier.scopusqualityQ1
dc.identifier.startpage539
dc.identifier.urihttps://doi.org/10.1080/00221546.2018.1513306
dc.identifier.urihttps://hdl.handle.net/20.500.12428/24415
dc.identifier.volume90
dc.identifier.wosWOS:000472750500002
dc.identifier.wosqualityQ2
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.language.isoen
dc.publisherRoutledge Journals, Taylor & Francis Ltd
dc.relation.ispartofJournal of Higher Education
dc.relation.publicationcategoryinfo:eu-repo/semantics/openAccess
dc.rightsinfo:eu-repo/semantics/openAccess
dc.snmzKA_WoS_20250125
dc.subjectStrategic plans
dc.subjectinstitutional theory
dc.subjectglobal rankings
dc.titleStratified University Strategies: The Shaping of Institutional Legitimacy in a Global Perspective
dc.typeArticle

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