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This study aims to examine managerial behaviour and corporate social responsibilities of private education providers at the primary education level with a view to establishing the fact that it is indeed the obligatory adoption of ethical policies and socially responsible behaviour that accounts for the positive impact some private education operators have made in the educational sector. The study also examines the areas where the private education providers have not been accountable in their business models, decision-making and operations and thus suggests ways that the private education providers can collaborate with other stakeholders to bring about transformation and better educational outcomes.

The positive image of the corporate, social and environmental performance of any organisation to a very large extent is critical to the success of the organization. To underscore the need for managers to be more responsive to the effect their business policies and operations have on the society, this study examined the managerial behaviour and corporate social responsibility (CSR) of private education providers in Nigeria, especially at the primary level – the foundation of the educational system all over the world. The study adopted a mixed method for data collection, involving a survey and focus group discussion. Simple random sampling and purposive sampling were used, respectively, to select the final sample size of respondents made up of stakeholders of private schools – parents, teachers, school proprietors and officials of the Ministry of Education. The multiple regression procedure on Statistical Package for Social Sciences, version 20 was used to analyse data from the survey, whereas ethnographic content analysis was used to analyse data from focus group discussion. While it is evident that most parents and guardian in the global community are choosing the private schools over the public schools because of their perceived accountability or social responsibility that ensures academic success, findings from the study of private schools, especially in the developing countries show that some private education providers fall short in responsible managerial behaviour and corporate responsibility. Socially responsible managerial behaviour has been found to be a deliberate choice which business-savvy managers make and use to gain competitive advantage and secure their businesses.

Based on the hypothesis testing, the calculated value of the independent variable on the dependent variable is significant because the probability is less than 0.05 (p < 0.05). The variables under consideration – the obligation to deliver quality education (independent variable) correlated significantly with the dependent variable, the establishment of private schools. Thus, the finding shows that the obligation to deliver quality education and services led to the establishment of private schools. Also, results from the focus group discussion show that the motivation for establishing a school for some private school operators is basically borne out of the need to make a positive impact on society by bringing about positive changes in the educational system.

A major limitation of the study is the dearth of literature in this area of study – corporate social responsibility in private school. There is a dearth of research in this area because of the perception that private schools or educational entrepreneurs are exploitative (Mars and Ginter, 2012; Paul, 2012). Hence, the study adopted an exploratory approach.

The practical implication of the study borders on the need for private school managers and operators to collaborate with stakeholder groups – parents, teachers, the government and its regulatory body – the Ministry of Education for better educational outcomes.

The social implication of the study is the need for managers and operators of private schools to deliver cost-effective education so that it can be fairly accessible to a higher percentage of the populace of pupils rather than just a privileged few. This will go a long a to reducing the social inequality among pupils, as a greater population of pupils in Nigeria and many other developing countries are in dilapidated public schools where little or no teaching and learning activities take place.

This study makes an original contribution to the literature on managerial behaviour and CSR as a strategy for making a positive impact on the stakeholders of an organization/institution as the case may be, increasing business performance and having a competitive advantage. Managerial behaviour and CSR in educational institutions, especially private educational institutions is an area that is scarcely studied and thus, there is a dearth of literature in this area (Mars and Ginter, 2012; Paul, 2012). The present study focuses on managerial behaviour of private primary education providers and operators and this because all over the world, the primary education is the basic and the most vulnerable of all the levels in the educational system.

This paper aims to examine the development and effectiveness of quality assurance as a competitive tool for Singapore's private tertiary education in an increasingly competitive global market.

A review of the growth of private education in Singapore is presented and issues related to quality and Singapore's quality assurance framework are discussed in this paper. The experience of “private schools”, that is, private tertiary education providers, in relation to quality assurance is documented through two case studies of two typical private schools in Singapore.

It was found that quality assurance of private tertiary education in Singapore is still narrowly focused on business and management processes. The government has not yet imposed any form of regulatory framework to ensure that academic standards are upheld. Rather, private schools are relying heavily on their own initiatives to safeguard teaching quality.

This paper reveals the insufficient nature of quality assurance in Singapore's tertiary private education industry. The paper suggests a need for more collaboration between the Singapore Government and the private education providers in order that appropriate quality assurance is provided. The findings strongly suggest that it is critical for Singapore to re‐evaluate its quality assurance framework in order to realize its vision of becoming a regional educational hub.

This paper draws from the experience of the interviewees and will be of interest to those in the field of private education.

The World Bank's new Education Sector Strategy 2020 (2011) points to an important role for private actors in the development of high-quality, high-equity education systems that effectively address poverty alleviation in low and middle-income countries. This chapter asks whether this emphasis on private participation is new, focusing in particular on Bank policies, research, and operations in K-12 education. It also explores some surprising disjunctures between the World Bank Group's official policies promoting privatization and its operational practices. To do so, the chapter draws on a separate research project for which we completed a review of the Bank's current portfolio of projects in K-12 education and a series of interviews with World Bank staff. We also look at the expansion of Bank activities beyond its traditional arms – the International Bank for Reconstruction and Development (IBRD) and International Development Association (IDA) lending facilities – by including a brief a review of the educational activities of the International Finance Corporation (IFC), which directly supports the private sector in education.

The purpose of this paper is to provide insight into the current contributions of private schools to education provision in Tanzania, and to consider the feasibility of a school voucher program to contribute to the expansion of the secondary school system, compared to the alternative expansion of public secondary education.

The study offers an analysis of current educational circumstances and educational goals in Tanzania, and projects differential costs and outcomes associated with various options for expanding secondary education. Data come from two sources: a census of the private schooling market in the Morogoro Urban district, conducted as part of the World Bank’s Systems Approach for Better Education Results initiative; and Tanzania’s National Panel Survey 2010–2011.

For those students unable to cover the full cost of secondary education, findings suggest that a targeted private school voucher would be an efficient and equitable policy mechanism for secondary school expansion. Such an approach would ease the financial burden on government for constructing all new schools, yet assure access for the most vulnerable.

The implementation of school voucher programs is increasing in low-income countries. It is important for policy makers to carefully consider the appropriateness of this type of policy intervention for their particular educational contexts. This paper models an approach by which researchers and policymakers can assess the educational circumstances of a particular location, and determine the potential effectiveness of a private school voucher policy.

The recent development of higher education in Africa has been spurred, in part, through a variety of cross-border higher education (CBHE) initiatives. However, this is not a new trend and this chapter traces the development of CBHE activities in Africa from the early 1900s through the current era. While the earliest forms of CBHE were largely fostered through Western nations providing advice and validation to institutions in Africa, the types of CBHE engagements are much more varied, including collaborations among African nations. The chapter also explores the push by some African nations to become educational hubs, the variability of CBHE policies across nations, and the shift of collaboration from the global north to south.

Third-party arrangements where a university offers its degrees in collaboration with another institution are not a new phenomenon, particularly when the third-party arrangements occur in the form of a cross-border education (or widely known as transnational education). Drawing on a critical review of the literature available on quality assurance of domestic third-party arrangements and through the use of interviews with the sessional teaching staff, the paper offers theoretical as well as practical views on the domestic third-party arrangement and seeks to inform key stakeholders in the academic management of such collaboration.

The study was undertaken with 40 sessional academics who are involved in teaching postgraduate courses at several third-party education providers and universities with metropolitan campuses in Australia. Focus group interviews were conducted with 8–10 participants in each group. The qualitative study included seven open-ended questions. Each focus group interview was between 45–60 minutes.

The study found 11 universities in Australia offering courses in third-party arrangement with a focus on international students. Online third-party arrangement is also gaining momentum. The study found the following areas that require attention: induction and professional development, quality assurance arrangements, maintenance of standards, adequacy of resources and infrastructure and risk related to academic quality.

Limited study has been conducted on third-party arrangements where a university, usually located far from the city vicinity, works in a collaborative mode with another institution, primarily a private institution, to offer degrees at metropolitan city areas in the same country. Further research is needed with a large number of participants.

The study is undertaken for the first time in Australia. No research has been undertaken on the growth and quality assurance of a third-party arrangement in Australia and other developed countries. The study involves the engagement of the sessional academic staff.

This study compares quality assurance across two case studies in the UK; a commercial organization operating in the private sector and a university. Case Study A is a private education organization specializing in the delivery of business and management programs. Case Study B is a university that delivers courses across four academic schools and through a number of partnerships. The business school offers a range of undergraduate and postgraduate degrees in business management, economics, accounting, events, tourism, marketing, entrepreneurialism, and human resources. Semi-structured interviews were conducted with 11 organizational members from across the two organizations including 8 academics/tutors, 6 of whom are also employed as external examiners and/or external quality assurers (EQAs). The study compares the remit of both EQA working on behalf of awarding bodies and external examiners working on behalf of universities. The EQA role is conceptualized as an “arbiter of standards” whereas the external examiner is more likely to be considered as “critical friend.” This variance in conception has important implications for the way the process of quality assurance is conducted and utilized in support of program and institutional development. The research finds that one of the most significant differences between quality assurance processes in Case Studies A and B is the way in which student feedback is collected and utilized to support and enhance the process of review. This chapter provides recommendations designed to capitalize on the value of the quality assurance process through greater alignment of teaching and assessment strategy and policies and procedures in practice.

With their former role as “cash cows” under threat owing to COVID-19, Australian business schools are fighting not only to maintain their status but also their survival. This study aims to look at how the sector might best approach these challenges.

The study reviews the recent literature on business and management education in Australia and compares that with emerging trends and policy directions.

This analysis of current and emerging trends suggests that business education needs to find alternative arguments for legitimacy, and that business schools in public universities can no longer be regarded automatically as the “keepers of knowledge”.

The study contends that public resources would be better channelled towards fit-for-purpose business and management education, with this being administered by an array of entities, some of which would include private providers, public–private partnerships or public entities other than “business schools”.

The study articulates the current and emerging challenges faced by decision and policy makers in the field of public business education and contends that the largely homogeneous business education provided by public universities in Australia is not always in the public interest.

The value of business education provided by public institutions is becoming increasingly contested, with many stakeholders, including employers, questioning the utility of contemporary business education.

Previous studies have looked at the aspects of the future of business and management education, but no overview has hitherto synthesised the findings of such studies and drawn out the practical implications.

The paper aims to identify the emerging themes on the challenges faced by the Malaysian private higher learning institutions (HLIs) in the provision of providing quality education.

Semi-structured interviews were purposively conducted with 29 of the Malaysian private HLI internal and external stakeholders ranging from the relevant personnel of the institutions (the quality director, administrators and senior academics), regulatory agencies, prospective employer, students and parents. Thematic analysis was then applied to analyze the participants’ responses in determining and clarifying the challenges faced by the Malaysian private HLIs in the issue of providing quality education.

Eight overarching themes were identified, namely, Academics, Facilities, Students, Programs and curriculum, Competition, Accreditation, Finance and Research. Academics represent the most frequent challenge raised by the participants, whereas Research emerged as the least mentioned challenge during the interview sessions.

The present paper focused solely on Malaysian private HLIs, and thus, the findings may not be applicable to the foreign private HLIs that are operating in Malaysia as well as to the public HLIs.

The findings are expected to provide valuable guidelines to the Malaysian Private HLIs in areas where resources need to be critically disbursed. To the regulatory agencies and policy-makers, the findings could enlighten them on the difficulties faced by these privately funded institutions so that further policies can be designed and implemented to assist these institutions in their operations and long-term survival.

This paper considers the available documentation on the Virtual Colombo Plan (or VCP for short), launched by the World Bank and the Australian Government in 2001. The Plan is one of the World Bank’s key projects for encouraging greater use of information and communications technologies (ICTs) in developing countries, with a focus on the using ICTs for education, as well as for economic benefits.