Abstract
Organisational diversity, referring to the variety of higher education institutions (HEIs) within a national higher education system (Huisman, et al., 2007, p. 563), has become an important issue in higher education with respect to both policy making and development practice (Hrubos, 2002). However, only very few scholars explore theoretical explanations of the diversity. Clark (1996) sees diversity of HEIs as a natural result of growth of academic disciplines and corresponding internal operation at universities and colleges. Geiger (1996) assumes diversity as a likely outcome of a transition towards market oriented systems in higher education. Meek et al. (1996) further analyse organisational responses to increased market competition, and conclude two possible outcomes: organisations may turn to be more diversifying in their attempt to capture a specific market niche, or they may become more similar if they take the strategy to imitate successful competitors. van Vught (1996, 2008) sketches a theoretical framework, from perspectives of both population ecology and structural isomorphism, to understand under what conditions the influence of the environment will lead to decreasing diversity at system level.
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Cai, Y., Yan, F. (2011). Organisational Diversity in Chinese Private Higher Education. In: Teixeira, P.N., Dill, D.D. (eds) Public Vices, Private Virtues?. Issues in Higher Education, vol 2. SensePublishers. https://doi.org/10.1007/978-94-6091-466-9_3
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