BUSINESS MODEL INNOVATION IN NIGERIAN HIGHER EDUCATION INSTITUTIONS

Nonso Ochinanwata, Patrick Oseloka Ezepue

Abstract


This paper explores business model innovation that aims to innovate the Nigerian higher education sector. A focus group and semi-structured interviews among higher education Nigerian academics, students and graduates are used to explore the new business model for Nigerian higher education. The study found that, to achieve efficient and effective innovation, Nigerian higher education institutions need to collaborate with industry, professionals and other stakeholders, such as company management and government policy-makers, to transform the entire higher education sector. The study found that curriculum design and delivery needs to blend theoretical understanding and real-life experience from industry with social cultural influences related to the Nigerian environment. This will enable lecturers to organise their teaching and assessments in such a way that students can learn around theoretical and practical study themes. The curriculum design and delivery needs to link the core ideas to challenging problems in society, nationally and globally. Hence, this approach will support business start-ups and social entrepreneurship, which resolve key societal problems. The study suggests that higher education executives, directors, deans, heads of department, and even individual academics need to emulate innovative business managers, to create value-adding products and services from innovative research and academic work. This will help the Nigerian higher education institutions to develop and offer new products and services to different customer segments, differentiated according to customer needs.

 

Article visualizations:

Hit counter

DOI

Keywords


higher education, business model innovation, curriculum innovation, teaching and research excellence, enterprise and entrepreneurship, economic development

References


Adeogun A. A. (2006) Training and experience as predictors of teachers’ productivity in secondary school. International Journal of Educational Management 4 (1): 38-49.

Allen, I. E., Seaman, J. and Garrett, R. (2007). Blending in: The extent of promise of blended education in the United States. Needham, MA: Sloan-C.

Alfantookh, A. and Bakry, S. H. (2013). Creativity and Innovation in higher education research: Problems and solutions. International Journal of Knowledge Society Research, 4 (1) 90-107.

Amit, R. and Zott, C. (2012). Creating Value through Business Model Innovation. MIT Sloan Management Review, 53(3), 41-49.

Arthur, L. and Little, B. (2010). The REFLEX study: exploring graduates’ views on the relationship between higher education and employment, Higher Education and Society: a research report, Open University’s Centre for Higher Education Research and Information, 13-19.

Asiyai R. I. and Oghuvbu E. P. (2009). An empirical analysis of the causes and possible solutions to decline in quality of tertiary education in Delta state, Nigeria. Journal of Sociology and Education in Africa 8 (2), 1-13.

Baden-Fuller., C. and Haefliger, S. (2013). Business models and technological innovations. Long Range Plan 46 (6), 419–426.

Bersin, J. (2004). The Blended-learning book: Best practices, proven methodologies, and lessons learned. San Francisco, California: Pfeiffer.

Bock, A. J., Opsahl, T., George, G., Gann, D. M. (2012) The effects of culture and structure on strategic flexibility during business model innovation. Journal of Management Studies, 49(2), 279-305

Botha, G., J. and Van Rensburg, A. C. (2010). Proposed business process improvement model with integrated customer experience management. South Africa Journal of Industrial Engineering, 21 (1), 45-57.

Bonnemeier, S., Burianek, F. and Reichwald. R. J. (2010). Revenue model for integrated customer solutions: Concept and organisation implementation. Journal of Revenue and Pricing Management, 9 (3), 228-238.

Burd, E. L., Smith, S. P and Reisman, S. (2015). Exploring business models for MOOCs in higher education. Innovation Higher Education. 40, 37-49.

Burrows, A. (2012). Are international students still welcomed to Britain: Huffington post: universities and education, [online]. Available at: http://www.huffingtonpost.co.uk/andy-burrows/international-students-still-welcome_b_1212401.html [Accessed 7 Apr. 2016].

Bryant, S., Kahle, J. and Schafer, B. (2005). Distance education: A review of the contemporary literature. Accounting Education, 20 (3), 255-72.

Cavalcante, S., Kesting, P. and Vlhoi, J. (2011). Business model dynamics and innovation: (re)establishing the missing linkages. Management decision, 49 (8), 1327 - 1342.

Casadesus-Masanell, R. and Ricart, J. E. (2010). From Strategy to Business Models and onto Tactics. Long Range Planning, 43(2-3), 195–215

Chamberlin, W. S. (2001) Face to face vs. cyberspace: finding the middle ground. Syllabus, 15:11.

Christensen, C., Bartman, T. and van Bever, D. (2016). The hard truth about business model innovation. MIT Sloan Management Review, 58 (1), 31-40

Chesbrough, H. W. (2010). Business model innovation: opportunities and barriers. Long Range Planning, 41(6), 629-649.

Choudaha, R. (2015). Building an ecosystem of higher education innovation: The Huffington Post. Retrieved from http://www.huffingtonpost.com/rahul-choudaha-phd/ecosystem-of-higher-education-innovation_b_7713428.html

Christensen, C. M. (1997). The Innovator’s Dilemma: When new technologies cause great firms to fail. USA, Harvard Business School Press.

Christensen, C. and Eyring, H.J (2011). The Innovation University: Changing the DNA of higher education. American Council on Education. Retrieved from https://net.educause.edu/ir/library/pdf/ff1207s.pdf

Crespo, M. and Dridi, H. (2007). Intensification of university-industry relationships and its impact on academic research. Higher Education, 54 (1), 61-84

Damtew, T. and Altbach, P.G (2004). Africa Higher Education: Challenges for the 21st Century. Higher Education, 47, 21-50.

Davies, A. (2004). Moving base into high-value integrated solutions: A value stream approach. Industrial and Corporate Change, 13 (5), 727 - 756.

Damtew, T. and Altbach, P.G. (2004). Africa Higher Education: Challenges for the 21st Century. Higher Education, 47, 21-50.

Dellarocas, C. and Van Alstyne, M. (2013). Money models for MOOCs. Communications of the ACM, 56, 25–28. doi:10.1145/2492007.2492017

Dereshiwsky, M. (2001). A is for assessment: Identifying online assessment practices and perceptions. Journal of United States Distance Learning Association, 15 (1), 16-26.

Dykman, C. and Davis, C. (2008c). Online education forum: Part three – A quality online education experience. Journal of Information System Education, 19 (2), 281-89.

Esslinger, H. (2011). Sustainable design: beyond the innovation driven business model. Journal Production Innovation Management. 28 (3), 401–404.

Ezepue, P. O. and Ochinanwata, N. (2015). Integrated Business Modelling for Innovation and Profitable Growth in Born-Global Firms: Critical Research Perspectives and Suitable Multi-methodology. Research Report of the Statistics Information Modelling and Financial Mathematics Research Group, Hallam University UK, 9 August 2015.

Fayolle, A., Gailly, B. T and Lassas-Clerc, N. (2006) Assessing the impact of entrepreneurship education programmes: a new methodology. Journal of European Industrial Training, 30(8/9) 701-720.

Federal Republic of Nigeria (2004) National policy on education. Abuja: Federal Ministry of Education.

Gellert, C. (1993a). The German model of research and advanced education. In B. R. Clark (Ed.), The research foundations of graduate education Germany, Britain, France, United States, Japan. Los Angeles, California: University of California Press.

George, G. and Bock, A.J. (2011). The business model in practice and its implications for entrepreneurship research. Entrepreneurship Theory and Practice, 35(1), 83–111.

Grenier, F. (2013). The global education challenge: how Canada can contribute to global development solutions through innovation in education. Canadian Foreign Policy Journal, 19 (3), 354-367

IBM (2008). Global CEO Study: The Enterprise of the Future (IBM Global Business Services).

Johnson, M. W., Christensen, C.M. and Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86 (12) 57-68.

Kalman, Y. M. (2016). Cutting through the hype: evaluating the innovation potential of new educational technologies through business model analysis. Open Learning, 31(1) 64-75

Katopes, P. (2009). The business model is the wrong model, inside higher education. Retrieved from https://www.insidehighered.com/views/2009/02/16/business-model-wrong-model

Kim, W. C. and Mauborgne, R. (2015). Blue ocean strategy: How to create uncontested market space and make the competition irrelevant (Expanded edition). Harvard Business School.

Knight, J. (2013). The changing landscape of higher education internationalisation for better or worse. perspective: policy and practice in higher education. Journal of the Association of University Administrators, 17 (2), 1-1.

King, R. (2012). Planning and managing disruptive business models for RFID-startups-The disruptor's arrow of time. Communications in Mobile Computing, 1 (1), 1-5.

Lanero, A., Vazquez, J. L., Gutierrez, P and Garcia, P. (2011). The impact of entrepreneurship education in European University: An intention-based approach analysed in the Spanish area. International Review on Public and Non-Profit Marketing, 8 (2) 111-130.

Lautenschlager, A. and Haase, H. (2011). The myth of entrepreneurship education: Seven arguments against teaching business creation at universities. Journal of Entrepreneurship Education, 14, 147-161.

Lima, E., Lopes, R. M., Nassif, V and Da Silva, D. (2015). Opportunities to improve entrepreneurship education: Contributions considering Brazilian challenges. Journal of Small Business Management, 53 (4) 1033-1051.

Lowendahl, J.-M. (2013). Hype Cycle for Education, 2013. Gartner Report. Retrieved from: https://www.gartner.com/doc/2559615

Mackay, S. T. and Stockport, G.J. (2006). Blended learning: Classroom and e-learning. Business Review, 5(1), 82-8.

Maddigan, R. J. (1981). The measurement of vertical integration. Economics and Statistics, 63(3), 328-35.

Magretta, J. (2002). Why business models matter. Harvard Business Review, 80 (5), 86–93.

Matzler, K., Bailom, F., den Eichen, S. F and Kohler, T. (2013). Business model innovation: Coffee triumphs for Nespresso. Journal of Business Strategy, 34(2) 30-37.

Markides, C. and Charitou, C, D. (2004). Competing with dual business models: A contingency approach. Academy of Management Executive, 18 (3), 21-36.

Markides, C. C. and Oyon, D. (2010), “What to do against disruptive business models (when and how to play two games at once)”, In Top 10 Lessons on the New Business of Innovation, MIT Sloan Management Review, 51 (4)25-32.

Mason, K. and Mouzas, S. (2012). Flexible business models. European Journal of Marketing, 46 (10), 1340-1367.

Massa, L. and Tucci, C. L. (2013) Business model innovation, in Dodgson, M., Gann, D. M. and Phillips, N. (Eds) The Oxford Handbook of Innovation Management, Oxford University Press, Oxford, pp. 420-441.

Nelson, R. R and Winter, S. G. (1982). An evolutionary theory of economic change. Cambridge, Massachusetts, Harvard University Press.

Normann, R. and Ramirez, R. (1994). Designing interactive strategy: from value chain to value constellation. Chichester, John Wiley and Sons.

Osterwalder, A. and Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Hoboken, New Jersey, John Wiley and Sons, Inc.

Ogunkunle, A. and Adekola, G. (2013). Trends and transformation of higher education in Nigeria. Retrieved from: https://www.srhe.ac.uk/conference2013/abstracts/0123.pdf

Perkmann, M., Neely, A and Walsh, K. (2011). How should firms evaluate success in university-industry alliances? A performance measurement system. R&D Management, 41(2), 202-216.

Plewa, C., Galan-Muros, V and Davey, T. (2015). Engaging business in curriculum design and delivery: A higher education institution perspective. Higher Education, 70 (1), 35-53

Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Advantage Performance. New York, The Free Press.

Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43 (2/3), 172–194.

Taatila, V. P. (2010). Learning entrepreneurship in higher education. Education + Training, 52 (1) 48-61.

Sam, C. and van der Sijde (2014). Understanding the concept of the entrepreneurial university from the perspective of higher education. The International Journal of Higher Education and Educational Planning, 68 (6), 891-908.

Schiller, D. and Brimble, P. (2009). Capacity building for university-industry linkages in developing countries – The case of the Thai higher education development project. Science Technology Society, 14 (1), 59-92.

Saebi, T. and Foss, N. (2015). Business models open innovation: Matching heterogeneous open innovation strategies with business model dimensions. European Management Journal, 33 (3), 201-2013

Sako, M. (2012). Business models for strategy and innovation. Communications of the Advances in Mobile Computing & Multimedia,55 (7) 22-24.

Sichone, O. (2006). Globalisation and internationalisation of higher education in South Africa: The challenge of rising xenophobia. JHEA/RESA, 4 (3), 33-53.

Salmon, G. (2005). Flying not flapping: a strategic framework for e-learning and pedagogical innovation in higher education institutions. Research in Learning Technology, 13(3) 201-218.

Stewart, D. W. and Zhao, Q. (2000) Internet marketing, business models, and public policy. Journal of Public Policy and Marketing, 19 (2) 287-296.

Sosna, M., Trevinyo-Rodriguez, R.N and Velamuri, S.M. (2010). Business model innovation through trial and error learning. Long Range Plan, 43 (2–3), 383–407.

Souto, J. E. (2015). Business model innovation and business concept innovation as the context of incremental innovation and radical innovation. Tourism Management, 51, 142-155.

Sund, K. J., Bogers, M. I., Villarroel, A. and Foss, N. J. (2016). Managing tensions between new and existing business models. MIT Sloan Management Review,57(4),8-10

Sy Habib, J. (2003). Partnership in higher education in Africa: Communications implications beyond the 2000s. Africa and Asian Studies, 2 (4),577-610.

Teece, D. J. (2007). Explicating dynamic capabilities: The nature and micro foundations of (sustainable) enterprise performance. Strategic Management Journal, 28 (13), 1319–1350.

Xuemei, T. and Bill, M. (2014). Business models for higher education: an Australian perspective. Journal of Management Development, 33 (10) 932-948

Yin, R. K. (2013). Case Study Research: Design and Methods (5th ed.) London, Sage.

Zott, C. and Amiit, R. (2008). The fit between product market strategy and business model: implications for firm performance. Strategic Management Journal, 29 (1), 1–26.

Zott, C. and Amiit, R. (2010). Business model design: an activity system perspective. Long Range Planning, 43 (2/3), 216–226.


Refbacks

  • There are currently no refbacks.


 

 

 

 

Copyright © 2015. European Journal of Education Studies (ISSN 2501 - 1111) is a registered trademark of Open Access Publishing GroupAll rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library (Biblioteca Nationala a Romaniei). All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms.

All the research works published on this journal are meeting the Open Access Publishing requirements and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License (CC BY 4.0).