Abstract
ABSTRACT Many public higher education systems in countries in Asia and Africa have sought a new approach in response to their modern environments. Built in the 1950s following decolonization, they seek to overcome colonial regulations, norms, and practices to produce new public outcomes focused on communities and market forces. Drawing from in-depth case studies of seven new universities in India, we assess the role of organizational design and public value institutions in producing contemporary public outcomes. We conclude that organizational design factors—integrative leadership, disciplinary identity, regional embedded, entrepreneurial orientation, and development stage—offer opportunities to work with public value institutions and produce public outcomes in a developing country context.
Published Version
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