Efficiency in universities and resource-based learning: A case study of assumptions versus analysis

Public Money and Management

Volumn 19, Issue 3, 1999, Pages 43-49

  Gillie, Alan ^a  

^a The Open University   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0345878450     PISSN: 09540962     EISSN: 14679302     Source Type: Journal    
DOI: 10.1111/1467-9302.00178     Document Type: Article

References (11)

1. Andrews, G. (1998), Farewell, then, summer school.The Guardian (Higher Education), (18 August), p. 20.
2. Berry, R. H. (Ed), (1994), Management Accounting in Universities (CIMA, London).
3. Burt, G. J. (1998), Residential Schools and Rationality (Policy Note 4, Institute of Education Technology, Open University).
4. Dearing, R. (1997), Report of the National Committee of Inquiry into Higher Education: Higher Education in the Learning Society.
5. Department for Education and Employment (1998), The Learning Age. Higher Education for the 21st Century. Response to the Dearing Report.
6. Goddard, A. and Ooi, K. (1998), Activity-based costing and central overhead cost allocations in universities: Case study. Public Money & Management, 18, 3, pp. 31-38.
7. Groves, R., Pendlebury, M. and Newton, J. (1994), Management accounting information in universities: A Cardiff experiential perspective. In Berry, pp. 69-84.
8. Jarratt, A. (1985), Report of the Steering Committee for Efficiency Studies in Universities (CVCP, London).
9. Leicester, G. (1999), The seven enemies of evidence based policy. Public Money & Management, 19, 1, pp. 5-7.
10. Tomkins, C. and Mawditt, R. (1994), An attempt to introduce profit centre management within the University of Bath: A case study. In Berry, pp. 25-36.
11. Whittington, G. (1994), On the allocation of resources within universities. Financial Accountability and Management, 10, 4, pp. 305-322.