The Corporate University Model and its Adverse Effect on Teaching and Scholarship in the Arts and Social Sciences
Introduction
Learning gap in training departments led to the implementation of the Corporate University model. The model was supposed to improve training in organisations and close the learning gap. In addition, corporate universities sought to align training objectives and outcomes to the organisation’s strategic initiatives (Allen, 2002). Despite these intended outcomes of implementing the Corporate University model, it has led to several outcomes that are disadvantageous to the academe. The succeeding discussion explores the Corporate University model and its adverse effects on teaching and scholarship. As formerly noted, the Corporate University model aims to address the shortcomings of training programs (Anderson, Hardy & Leeson, 2010). The commercialised aspect of corporate universities, however, has transformed the teaching and training process. Overall, the main point of the discussion is that despite the positive contributions of the Corporate University model, it has adverse effects on teaching and scholarship.The Corporate University ModelIn the 1980s, corporate universities were created to address the needs of training departments in corporations (Field & Leicester, 2002; Rosow & Kriger, 2012). Corporate universities are mandated to align training programs to corporate goals and needs, particularly in human resources.
Training programs offered by corporate universities may differ based on organisations’ needs and priorities (Giroux & Myrsiades, 2001). Nonetheless, the main goal of corporate universities is to align training programs and schemes to the organisations’ strategic initiatives whether these initiatives focus on skill development, continuing education, or training for outsourcing operations (Taylor et al., 2012). Some corporate universities may train people for their respective organisations but others may offer training for outsiders or third parties. Corporate universities may also offer training programs to help organisations implement outsourcing plans or continuing education in the workplace. The Corporate University model illustrates the problems and weaknesses of standard training programs in organisations. Prior to the implementation of the model, traditional training programs in organisations created learning gaps.
Outcomes of training did not match the organisation’s needs. Some inefficiencies include the poor integration of the learning process in traditional learning programs and the mismatch between the program and the organisation’s goals or objectives (Gannon-Cook, 2010). The advantages of the Corporate University model is that it encourages continuing education and lifelong learning. Furthermore, it motivates people to focus on learning as a means to facilitate personal growth that will also contribute to professional development (Betof, 2009).Corporate universities may take advantage of their existing talent to improve their training programs. Apart from capitalising on the skills and competencies of experienced people in the organisation, this strategy in corporate universities also allow leaders to observe and assess training and learning in the workplace (Grenzer, 2006).
Corporate universities not only help people in the organisation but also create opportunities to improve the organisation’s brand. Consequently, organisations may then extend their brand and accommodate people outside the organisation in their training program (Allen, 2007; Ayub, 2014). …
