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This timely book urges focuses on how universities need to reinvent themselves in order to stay relevant. Striking a difference between market- oriented and marketing, the authors provide various examples of institutions around the world that are making efforts to reposition themselves.

Most universities around the world are substantial enterprises involved in stiff competition for students, staff and resources. The leaders of universities are not in charge of quiet, cloistered ivory towers separated from the larger world. To the contrary, they are major participants in the economics and culture of their regions, and, often, in a number of international undertakings. Professors Davis and Farrell argue that university leaders should recognize these realities and then provide roadmaps for confronting marketplace realities successfully. This is not another book that says “universities should be run like businesses.”

The authors are experienced enough to understand that the long term purposes of universities are different from those of a typical for profit corporation.

But they recognize that universities can, and should, adopt behaviours that will maximize their abilities to compete successfully to attract students, to recruit and retain competent faculty and support staff, and to obtain financial support from both public and private sources. Being oriented to the “market” is simple common sense. The outline of issues and possible responses to those issues should be required reading anyone with leadership responsibilities within a modern university.’

Howard Hunter, Former President-Singapore Management University; Professor of Law and Dean Emeritus School of Law-Emory University