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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09578239910263042. When citing the article, please cite: Steve O. Michael, Michael Schwartz, (1999), “Perceived role of trustees: A study of higher education institutions in Ohio”, Journal of Educational Administration, Vol. 37 Iss: 2, pp. 165 - 183.

While boards of trustees have statutory authority over higher education institutions in the USA, how these boards exercise their power varies. The literature of higher education suggests a diminishing trustees’ presence and power across campuses in the nation. Recently, there have been many calls for trustee activism. But, the question: “what is the role of the trustees?” continues to be asked. Hence, the purpose of this study was to investigate, from the trustees themselves, what this role is and to analyze their responses on the bases of sectors, gender, educational backgrounds, and years of experience. The study concluded that role differences existed among sectors of higher education, limited differences based on gender, educational levels, and years of experience were found. Overall, the traditional role of trustees was upheld as the primary role of the board of trustees. The article recommends that an effective orientation program be offered to new trustees, board membership be diversified to include more women and minority members, and discussion of trustees’ role be done with attention to differences in sectors.

Comments on the lack of literature on trustees in higher education. Suggests three important areas that determine individual trustee effectiveness: the trustee’s knowledge, the trustee’s contribution to his or her institution and the trustee’s relationships. Insights derived from this study can be used to develop instruments that boards can use for periodical evaluation of individual trustee effectiveness.

Describes the perceptions of administrators of post‐secondary institutions in Alberta with respect to various aspects of the resource‐environment of their institutions. While administrators of post‐secondary institutions in Alberta are divided on the issue of government funding ideology, the vast majority of them agreed that the attitude of the government to funding was changing. Other problems of concern to these administrators include the lack of public awareness of the true situation in their institutions, the growing competition among post‐secondary institutions, and the unpredictable funding direction from the government. Recommends a clear funding direction with multi‐year budget plan and internal restructuring to prepare for an increasingly competitive environment.

Suggests that institutions of higher education in the USA encounter problems that are unique to the market environment. These problems include competition for resources, escalating costs, and resource constraints. In response to these problems, higher education systems within this kind of environment tend to borrow strategies from organizations operating under the most competitive environment ‐ the business sector. Discusses specific strategies adopted by institutions of higher education in North America. Examines how these strategies have affected the culture of higher education. Discusses the shift occurring between the consumerism‐ professorialism continuum. Calls for the need to understand the dual nature of higher education so that strategies can be selectively adapted.

A trend towards a more competitive educational system which is obvious in several countries is expected to increase the rates at which schools, colleges, and universities respond to their environments and to enhance their creativity and innovativeness. To achieve these objectives, various strategies, such as open‐boundary admission policies, have been adopted. Consequently, educational institutions are beginning to adopt marketing strategies to attract students, staff, and funds. This adoption of marketing has several implications. These include harmonising a marketing philosophy with the institutional mission, creating appropriate organisational structures, and implementing marketing strategies.

Describes a free market economy as a competitive, self‐regulating market. In this environment, marketing becomes a powerful instrument for matching products and services to people′s needs. The competitive nature of the market necessitates a continuous exploration of changes in people′s needs and a constant adaptation of the organization and its output to these changes. The success of this adaptation enhances product or service quality and ensures institutional survival. Explains that adult and continuing education can become more effective by adopting marketing strategies, and provides important marketing strategies that may be found relevant in the administration of adult and continuing education programmes under a free market economy.

Focuses on Moldavia, and its task of nation building – a task that depends, in part, on the effectiveness of the nation's educational system– following the demise of the Soviet Union. Provides a brief discussion of the growing importance of higher education, examines the evolution of higher education and management responses to the changing environment, and identifies current management practices in higher education. Concludes with a set of universal principles or characteristics of effective higher education and with an injunction to countries in transition and developing countries to reorient their educational policies in light of these principles.

Presidential performance is critical to institutional effectiveness. Therefore, to ensure institutional effectiveness, the board of trustees pays careful attention to the qualifications of individuals hired for the job. To guarantee accountability and commensurate rewards, most boards evaluate their presidents periodically. However, presidential evaluation has a potential to yield negative consequences if poorly conceived and implemented. To reduce the chances of these negative consequences, the goal of this study was to investigate indicators of presidential effectiveness as a basis for shared reasoning among trustees who are charged with the responsibility of hiring, assessing, and compensating college and university presidents. Over 600 trustees in all higher education sections participated in this study. The study shows that: knowledge of higher education; an influence that helps to attract resources; a healthy relationship with key constituents; and effective management skills are important indicators of successful presidents. Some sectoral differences were observed in terms of the significance of indicators of presidential effectiveness. The study concludes with recommendations for presidents, and college and university boards of trustees.

Discusses the effects of financial constraints of the 1980s and 1990s which are being felt in all aspects of institutions of higher education. Looks into the differences and similarities in institutional leaders′ opinions with respect to environmental concerns based on the size, age, location, and sector of their institutions. Environmental concerns include government grants, inflation, enrolment issues and declining resources. Reports slight differences. Implies that all Alberta, Canada, institutions of higher education, irrespective of their size, age, location and sector are experiencing similar problems and perhaps in the same magnitude. Concludes that there is not a deliberate shift in government funding in favour of one institutional sector over the other. Suggests that institutional leaders within a system of higher education should search for ways to form a united front, educate the general public as to the situation of higher education, and seize the opportunity presented by the hard times to unfold a new vision and chart a new course for higher education.