Culture differences between private and public higher education institutions ? A case study

Abstract

The aim of this study is to demonstrate de culture differences between two higher education institutions: public and private. According to the Model of Regulation for Market Mechanisms (Correia, Amaral & Magalhães, 2002), it is expected that private universities possess a more external oriented culture than public universities, which have a larger dependence on the State. This research project integrated a quantitative methodology with the use of a questionnaire, based on the Contrasting Values Model (Quinn & McGrath, 1985), which was later adapted to measure school culture dimensions. A qualitative methodology was also used in this study with a structured interview, based on the theoretical models of organizational and school culture (Bergquist, 1992; Quinn, 1991; Schein, 1992; Torres, 1997). The questionnaire was given to 62 employees of the public institution and 52 collaborators from the private sector. A total of 10 interviews were also applied to the public university and 8 interviews to the private institution. The results revealed higher culture values in the private university. However, the significant differences (p<0,05) reflected a larger market Culture orientation. The study also displayed a larger Bureucratic Culture (p<0,05) in the private university, with reference to the rules and formal communication patterns. The public university denoted, through the discriminating analysis, a larger approximation to the Clan Cultures – a result which was interpreted by the informal relationship that was depicted amongst the interviewees. Lastly, both public and private directing committees of the higher education institutions showed interest in developing flexibility patterns in the creation and innovation of new courses or scholarship programmes.

DOI: http://dx.doi.org/10.17575/rpsicol.v21i1.354