Stakeholder approach and the impact of brand image within higher education in the Middle East: Student and staff perspective

Higher education institutions should take into account the needs of stakeholders in the planning and development of quality educational services. In general, the stakeholders are divided into two categories: internal and external stakeholders. This study aims to explore the diverse basic needs of the university internal stakeholders (students, academic staff, and employees) and the impact of the services on the brand image of the educational institutions. Consensus has been built that an organization's image can only be or assessed by its stakeholders or constituents. Utilizing the qualitative approach through empirical semi‐structured interviews, data were collected from both Benghazi University in the country of Libya and Yarmouk University in the country of Jordan. To gain an in‐depth understating of the basic services, interviews were conducted with 41 university internal stakeholders (students, academic staff, and employees). The findings have a remarkable impact on the education services quality and the perception of brand image of both institutions, which subsequently affects the Libyan and Jordanian economy. The paper explores the differences between the needs of the three groups. This study is of value to educational leaders as it serves as contribution to the well designing of comprehensive plans of the university, by providing the decision makers with information on the needs of the university internal stakeholders. Managements can develop policies, which will improve the safety of customers and staff and increase collaborations with both universities stakeholders, etc. Accordingly, the results provide a foundation on which future research can be built.     

Politics, Economic Development, and Second-Generation Strain in India's Federal System

Since the late 1960s, India's federal system has experiencedsevere strain in center-state relations. Such strain was almostnonexistent during the first generation of Indian federalism(1950–1966). During the second generation, which followedthe death of Prime Minister Lal Bahadur Shastri in 1966, therise of a powerful leader of the ruling Congress party, IndiraGandhi, and the emergence of dissent inside the party led toa greater emphasis on centralization and regimentation withinthe party and, thereby, the federal system as well. At the sametime, economic development had helped to produce new politicalelites from rural areas who benefited from the "green revolution"of the 1960s. These new elites challenged the professional andindustrial elites who had long controlled the Congress party,the national government, and many state governments. Feelingfrustrated in their efforts to influence national economic policyin a significant way, these new elites have formulated demandsthat call for substantial decentralization, greater state autonomy,and more tolerance for opposition parties whose electoral supportis mainly state-based.     

Reducing racial and ethnic health disparities: exploring an outcome-oriented agenda for research and policy

Eliminating racial and ethnic disparities in health status and health care, a major focus of Healthy People 2010, remains on the national agenda and among the priorities for the administration of President George W. Bush. Even though the elimination of racial and ethnic health disparities challenges the whole nation, individual states are on the front line of many initiatives and are often the focus of important policy efforts. In addition, it is important to focus on states because they are already responsible for much of the health and public health infrastructure, and several states have developed initiatives dating back to the release of Margaret Heckler's report on the gaps in health outcomes by race in 1985. This article makes the case for an outcome-oriented approach and provides a summary of lessons learned based upon preliminary investigations into constructing and applying two indices, the disparity reduction profile to measure effort and the disparity index to measure outcomes.