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ERIC Number: ED535135
Record Type: Non-Journal
Publication Date: 2008-Jan
Pages: 33
Abstractor: As Provided
Reference Count: N/A
The Effects on Monopsony on Strategy and Leadership in Ontario Colleges. Professional File. Number 28
Cooke, Michael
Canadian Society for the Study of Higher Education
The period 1995 to 2005 was one of significant turbulence for Ontario colleges, marked by increasing globalization, immigration, disruptions in the labour market, new technologies and dramatic reductions in government operating grants. This study examines how colleges and their leaders responded to those strategic challenges in their official strategy texts. It finds that (1) the strategies of colleges were more alike than different; (2) the strategic content of the texts was relatively weak; and (3) attention to the organizational field was limited. The research applies key concepts from organizational to the analysis of eight strategy texts, and triangulates the findings with 23 in-depth interviews and a survey of 338 college staff. The study finds that Ontario colleges are subject to the monopsonistic power (a single buyer) of the government, to the point that monopsony trumps strategy. It also identifies three corollary effects: (1) monopsony trumps differentiation; (2) the quest for legitimacy trumps strategy; and (3) the local imperative trumps strategy. It concludes with several propositions that can inform the practice of strategic planning in colleges in the future. A bibliography is included. (Contains 3 tables and 8 footnotes.)
Canadian Society for the Study of Higher Education. 260 Dalhousie Street Suite 204, Ottawa, ON K1N 7E4, Canada. Tel: 613-241-0018; Fax: 613-241-0019; e-mail:; Web site:
Publication Type: Reports - Research
Education Level: Higher Education; Postsecondary Education; Two Year Colleges
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: Canadian Society for the Study of Higher Education.
Identifiers - Location: Canada