Manajemen | Fakultas Ekonomi Universitas Maritim Raja Ali Haji joeb.82.6.337-342
Journal of Education for Business
ISSN: 0883-2323 (Print) 1940-3356 (Online) Journal homepage: http://www.tandfonline.com/loi/vjeb20
Market Meltdown: Recruiting Qualified Business
Faculty
James E. Swartz , Teresa A. Swartz & Priscilla Liang
To cite this article: James E. Swartz , Teresa A. Swartz & Priscilla Liang (2007) Market Meltdown:
Recruiting Qualified Business Faculty, Journal of Education for Business, 82:6, 337-342, DOI:
10.3200/JOEB.82.6.337-342
To link to this article: http://dx.doi.org/10.3200/JOEB.82.6.337-342
Published online: 07 Aug 2010.
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MarketMeltdown:RecruitingQualified
BusinessFaculty
JAMESE.SWARTZ
CALIFORNIASTATE
POLYTECHNICUNIVERSITY
PAMONA,CALIFORNIA
ABSTRACT.Universitybusiness
programshavebeenfacingagrowing
dilemmaconcerninghowtoaddress
increasingshortagesofdoctoral-level
faculty.Inthisstudy,theauthors
examinethechallengesfacingbusiness
schoolsbecauseoftheidentifiedshortage,especiallyinlightofpendingbaby
boomerretirements.WiththeCaliforniaStateUniversitysystemandits23
campusesasacasestudy,theauthors
usedrecruitmentstatisticstoillustrate
thecontinuingshortfallinnewhire
success.Theauthorsidentifiedrecruitmentchallengesandofferedrecommendationstoimprovetherecruitment
ofqualifiedfaculty.
Keywords:businessfaculty,faculty
shortages,recruiting
Copyright©2007HeldrefPublications
TERESAA.SWARTZ
CALIFORNIAPOLYTECHNIC
STATEUNIVERSITY
SANLUISOBISPO,CALIFORNIA
I
n 2002, theAssociation toAdvance
Collegiate Schools of Business
(AACSB)International,releasedoneof
itsmostprofoundandalarmingreports
of this generation, one that stated in
nouncertaintermsthatuniversitybusiness programs are facing a growing
dilemma concerning how to address
increasing shortages of doctoral-level
faculty (Management Education Task
Force, 2002). In the ensuing half
decade—fully one-third less time than
theaverage7.6-yeartermforagraduate
studenttocompleteaterminaldegreein
business (Management Education Task
Force)—the difficulties about which
AACSB’sManagementEducationTask
Forcevoicedconcernshaveonlygrown
worse. This situation has prompted a
newroundofsummits,workshops,task
forces,discussions,andproposedsolutions to address a problem that will
soon—if it does not already—threaten
the very value of graduate degrees in
business(Miller,2006).
The matter has grown so severe that
oneestimateplacedtheshortfallofdoctorates of business at 1,150 by 2009
and 2,500 by 2014 (Olian, LeClair, &
Milano,2004).
Whenoneconsidersthatalmosthalf
of all new doctoral students do not
completetheirdegreeprograms(Smallwood, 2004), at least 15% of all who
do complete such doctorates choose
governmentorindustrycareers,andan
even higher percentage matriculate at
PRISCILLALIANG
CALIFORNIASTATE
UNIVERSITY–CHANNELISLANDS
CAMARILLO,CALIFORNIA
unaccreditedinstitutions,theremaining
number of eligible students is so thin
thatonemightsummarizethesituation
asanearcrisis(DoctoralFacultyCommission,2003),asNelsonpredictedfor
at least one field of business almost a
quarterofacenturyago.
Perhaps the most severe shortfall
appearsintheareaofaccountingwhen
one outlines a supply-versus-demand
comparison. Plumlee, Kachelmeier,
Madeo, Pratt, and Krull, (2006) expect
somewhere between 100 and 200 new
PhDsinallareasofaccountingannually
in the near term. They also estimated
tenuretracksearchesinthefieldjustfor
the 2005–2006 academic year at 1,174
tenure track lines, rendering a shortfall
approaching90%annually.
Concerns about shortages of qualified
tenuretrackfacultyincollegesofbusiness
administrationhavenotbeenconfinedto
aspecificareaofstudy.Researchershave
documentedfacultyneedsininformation
systems (Freeman, Jarvenpaa, &Wheeler, 2000; Frolick, Chen, & Janz, 2005),
accounting (Billiot, Glandon, & McFerrin, 2004; Carpenter & Robson, 2004;
Carr, 2005; Plumlee et al., 2006), supply chain management (Golicic, 2004),
finance (Hobbs,Weeks, & Finch, 2005),
marketing (Basil & Basil, 2006; Davis
& McCarthy, 2005), and certainly other
areas of business education in just this
decadealone.Currentpredictionssuggest
thatneedsforsuchfacultywillcontinueto
grow(Olianetal.,2004).
July/August2007
337
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Finally, another source of potential
supplyseemstobediminishing:thatof
foreignscholarswithdegreesfromreputable programs elsewhere. Researchers
havedocumentedincreasingshortagesin
suchplacesasHongKong(Beck,1990),
Australia (Maslen, 1991), and China
(Bronson, 1990). Canada appears to be
oneofthefewreliablesupplypointsfor
sendingterminaldegreeholdersintothe
UnitedStates(Lewington,1999).
Perhapsnowherearesuchchallenges
more profound than among business
programs in the California State University(CSU)system,thenation’slargest public university system. The CSU
systemhas23campusesthatarealready
competing for scarce resources. Both
(a) cost of living obstacles fueled by
a recent boom in land and real estate
values and (b) competition from the
smaller yet more endowed and prestigious University of California (UC)
systemhavemadehiringafullcomplement of academically qualified professorsinthediscipline—atleastonsome
campuses—nearlyimpossible.
In this study, we examined the challenges facing business schools because
of the identified shortage of new business faculty with doctoral degrees,
especially in light of pending baby
boomer retirements. We scanned and
assessed the landscape of the CSU’s
vast network of campuses for business educators nationally, and perhaps
eveninternationally,togaininsightinto
whatAACSBregardsasitsfirstpriority
amongadauntinglistofchallengesand
concerns(ManagementEducationTask
Force, 2002). Our purpose was (a) to
examine the challenges currently face
for an adequate supply of candidates
deemedacademicallyqualified(AQ)by
AACSBstandards;(b)toreviewtrends
in demand for such a pool within the
CSU system; (c) to survey how variousmemberinstitutionshaveaddressed
theirneedsforbusinessfaculty;and(d)
to review existing solutions, and possiblyintroducerevisedsolutionstohelp
remedythedocumentedshortfalls.
46,000facultyandstaff(CSU,2007).It
hasstaffacrossalmosttwodozencampusesfromHumboldtinthefarnorthof
thestatetoSanDiegointhefarsouth.
Included in the CSU inventory—in
addition to a majority of state university campuses with various programmatic strengths—are two polytechnic
universitiesamongthesixintheUnited
States,onemaritimeacademy,andfive
campusesatLongBeach,Fullerton,San
Diego,Northridge,andSanJose,among
thenation’slargestinsingle-siteenrollment,exceeding30,000studentseach.
AmongallmajorsthroughouttheCSU
system,business-relateddisciplinesare
the largest with some 61,469 declared
undergraduatemajors,or19.06%ofthe
entirepopulationofdeclaredundergraduatesinthesystem(CSU,2006).There
arebusinessfacultyatall23campuses,
with Fullerton and San Diego among
the largest colleges of business in the
West having 7,466 and 6,600 enrolled
business students, respectively (CSU,
2006).In2004–2005,allfacultyinthe
CSUsystembusiness-relateddisciplines
accountedfor1,219full-timeequivalent
faculty(FTEF),or8%oftheentirefaculty population in the CSU system. In
addition,morethanhalfofallfulltime
academicemployeesinthesystemwere
50yearsofageandolder,with18.1%at
least60yearsofage(CSU,2006).
Nineofthe23programsincludedother
significantacademicunitsintheirnames
(e.g., economics, public administration,
or public policy). For purposes of this
analysis,wedidnotincludetheseadditionalunits,exceptinaggregatecampus
data under business and management
(hereafterreferredtoasbusiness).
Finally, 16 of the 23 campuses are
accredited by AACSB, almost half of
the33accreditedprogramsintheentire
state,whichlists5withintheUniversity
ofCaliforniasystemand12elsewhere.
Among the 5 programs in California
accredited separately for accounting,
2—one at Fullerton and one at San
Diego—werewithintheCSUsystem.
TerminalDegreesinBusiness
TheCSUSystemandIts
BusinessPrograms
Begunin1857atSanJose,theCSU
system has 417,000 students with
338
JournalofEducationforBusiness
A review of the origin of a CSU
tenure track faculty member’s terminal degree reveals some interesting
findings. Although a complete census
wouldbedifficulttodetermine,thedata
reported in Table 1 reflect the relative
backgroundsofthiscohortasmeasured
byourreviewingtheself-reportedfacultycredentialsofeachbusinessprofessor
inthesystem.InTable1,thefirstnumberindicatesthefacultywhoseterminal
degrees are in some cognate area of
business, and the second number indicatesthetotalfacultycount.Weidentified accounting, finance, information
systems, marketing, and management
as the primary groups. We included
operationsmanagement(OM)underthe
broadermanagementumbrella.
Accordingtoa2006completereview
of Web sites of all business faculty in
the CSU who self-declared their major
area of emphasis for terminal degrees,
a mere 222 of 397, or slightly more
than 55%, earned terminal degrees in
some cognate area of business, including accounting, business administration, business law, finance, information systems, international business,
management,marketing,andoperations
management. Among the almost 45%
claiming to hold terminal degrees in
other areas, most common were economics, psychology or organizational
behavior,andengineering.
With respect to specific fields, the
data suggest that information systems
(and possibly operations management
underthebroaderumbrellaofmanagement) might require hiring authorities
tocompromisemoreawayfromterminaldegreesinbusiness.Incontrast,the
fields of finance and accounting have
two of the highest concentrations of
TABLE1.Self-ReportedTerminal
DegreesinBusiness
Program
Accounting
Finance
Information
systems
Marketing
Management
Total
a
na
%
30of48
52of78
62.5
66.7
26of59
43of66
42of80
222of397
44.1
65.1
52.5
55.9
Thefirstnumbercorrespondstothenumber of faculty whose terminal degree is
in the business area identified and the
secondnumberrepresentsthetotalfaculty
countsforthearea.
TABLE2.BusinessRecruitmentbyDiscipline
Program
2004–2005
2005–2006
Unfilledlines
Filledlines
Unfilledlines
19
19
2
2
12
4
58a
21
17
5
2
14
34
93
15
18
7
3
13
13
69
Accounting
Finance
IS
OM
Marketing
Management
Total
2006–2007
Continuedincluding Newlines
Filled%
conversions
projected
58.3
48.6
41.7
40.0
51.9
72.3
57.4
14
17
5
2
17
11
66
21
19
12
4
18
12
86
Totallines
35
36
17
6
35
23
152
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Note.IS=InformationSystems;OM=OperationsManagement.a59of117recruitmentlineswerefilledfor50.4%overallsuccessrate,2004–2005.
faculty with terminal degrees in those
areasofinquiry.
However, researchers might surmise
thatbecauseofthespecificityofaccountingandfinance,hiringauthoritiessuch
as deans and provosts are less likely
to authorize tenure track appointments
for faculty candidates whose degrees
are in areas other than accounting or
finance, with economics doctorates the
mostcommoncompromise.
The data stated earlier should be
viewed as categorical because it merely assesses those who have reported
terminal degrees of origin. It may be
safetoconcludethatsearchcommittees
and administrators within the system
have turned to a measure of compromise by hiring faculty in related, and
sometimes somewhat unrelated, areas
tostaffmanytenuretracklineswithpersonswhomightbejudgedacademically
qualified—assuming their publication
records are sufficiently active and currentintheirteachingfields.
CSUFacultyRecruitments
Our review via telephone inquiry of
each of the 23 campuses revealed an
emerging picture that was similar to
the one that we predicted with critical
shortages of appropriate, doctoral-level
faculty, as evidenced by unfilled tenure track faculty positions. According
to cumulative data from all units in
the system in Table 2 there were 162
authorized tenure track recruitments in
business disciplines during the 2005–
2006 academic year and 53 of them
werecarriedoverfromunfilledsearches
during the 2004–2005 academic year
cycle. Overall, administrators hired 93
new tenure track faculty, filling 57%
ofthe2005–2006recruitments.Current
projections indicate 137 tenure track
searches in business disciplines for the
2006–2007 recruiting cycle, with 64
linesfromthepreviousyear.
Finance and accounting were responsible for the most unfilled lines for the
2004–2005 recruiting cycle (19 each),
with those two disciplines amounting to
two thirds of all vacant searches. In the
2005–2006recruitingcycle,management
fared best with 72.3% of all searches
filled, whereas accounting improved significantly at 58.3% of all searches filled.
Again, accounting and finance had the
mostunfilledlines.Businessunitscarried
forward66unfilledlinesfrom2005–2006,
8 more than the previous year, but overall conducted a slightly more successful
recruiting campaign, with 57.4% of all
lines filled, in comparison to barely half
in2004–2005.Asbusinessadministrators
look ahead to 2006–2007, finance (36),
accounting(35),andmarketing(35)dominatetheirbusinessfacultyneeds.
CaliforniaChallenges
Although California’s pleasant Mediterranean climate draws many people
whohailfromelsewhere,itisnoteworthy
that good weather frequently cannot outweigh various obstacles to luring qualified talent into the system, notably the
extremelyhighcostofhousingwherein,
for example, the median cost per unit in
relatively modest communities of smallscale homes, such as Santa Monica and
SantaBarbara,exceeds$1.1million.That
high cost of housing can be hard on the
newlymintedPhDswhoaresaddledwith
student loan repayments and little cash
reserves. Overwhelmingly, California is
themostexpensivestateforhousinginthe
nation—with some estimates approaching 300% higher than any other state.
Soextremeisthedisparityinnationwide
housing costs that one report located 23
of the 25 most expensive median-priced
homesasinCaliforniacommunities,with
Newport Beach the leader at a median
of $1.3 million (“Pricey Homes,” 2006).
Further, California has the top 11 least
affordable markets for homebuyers and
28ofthetop50leastaffordablemarkets
(Wasserman,2006).
Particularly vexing for the college
deans who must recommend starting
appointmentsalariesisarelativelyfixed
wagestructurethatacollectivebargaining agreement between the California
FacultyAssociation, as a union mediator,andtheStateofCaliforniagoverns.
For entry-level assistant professors,
the state-mandated range is $45,156–
$84,912 with performance bonuses A
newcontractagreement,ratifiedinMay
2007, provided a 3% general salary
increase for all faculty retroactive to
July1,2006.Thesalaryfiguresreported
herearepriortothenewcontract.
Yet,tenuredfullprofessorswithservice and performance bonuses reach
a maximum of merely $97,778 (CSU,
2005), which, at highest salary suggested for the most meritorious, senior
professor, regardless of discipline, is
more than $22,000 less than one surveyofthemeanstartingannualsalaries
fordoctoralstudentsintheeasier-to-fill
areaofmarketing(Close,2006).
July/August2007
339
In higher demand areas such as
accounting, reported entry-level salaries
reach into the $140,000 range (Gullapalli,2006)andsomeplacenewfinance
professorshigherstill.Eveninthefieldof
marketing—whichhaslongbeenregarded as perhaps the second easiest field
to fill, behind general management—an
entry-level mean salary package above
$120,000 for new appointees has raised
newchallenges(Close,2006).
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SomeRemedies
Neither academics nationally nor
those within CSU have been observing business faculty needs idly. From
initiativeswithintheCSUOfficeofthe
Chancellortothoseimplementedlocally,administratorshavetried,withsome
success, to meet the growing needs of
risingstudentbodyranksandthegreater
communitiesthateachcampusserves.
Among national programs, perhaps
the one with the most visibility is the
PhD Project, which has tried to attract
brightyoungminority(exclusivelyAfricanAmerican,HispanicAmerican,and
NativeAmerican) candidates into doctoralstudy.Begunin1994,whenthere
werefewerthan300tenuretrackfaculty
fromtheseunderrepresentedgroups,the
program has cultivated more than 500
additional new faculty in slightly more
than a decade. However, this cohort
remains an overwhelming minority
among the more than 26,000 business
facultyinthenation(Mangan,2006).
For its part, AACSB sponsors a
Bridge Program in which senior-level
business executives are identified and
encouraged to begin academic careers
to help business units gain or reaffirm
accreditation.Thiscohortdoesnotoffer
AQcertification,butprofessionalqualification(PQ).Launchedinlate1996—
with cosponsorship from the doctoral
programs at the University of California,Irvine,andtheUniversityofSouthern California—this program is likely
toproduceapotentiallylargerpipeline
than the PhD Project because of the
extantsizeoftheavailabletalentpool.
Within the State of California, the
CSU Office of the Chancellor offers a
forgivablestudentloanprogramtooutstandingstudentswhohavebeenaccepted into doctoral programs. The forgiv340
JournalofEducationforBusiness
ablestudentloanprogramgrantseachof
itsstudentsaloanofupto$10,000per
annumfor3years.Theprogramcanbe
completelywrittenoff,orforgiveatotal
of $30,000 if a newly-minted doctorate is hired for a tenure track appointmentatanyofthesystem’s23campuses
for 5 years, with each year of service
countingfora20%writeoff.Although
thisprogramhassucceededinattracting
minority (70.1% of all accepted) and
female(69.1%)studentstothepursuitof
doctoraldegrees,theselecteddisciplines
have diverged from the greatest needs
of the CSU system. By August 2005,
1,501 doctoral students had enrolled in
this program. Only 53 students (3.5%)
were reportedly completing their doctoral degrees in a business discipline.
Not all of the students had completed
theirdoctoraldegreesatthetimeofthe
report.Thenumberreferstothosewho
participated in the program and were
pursuingadoctoraldegreeinabusiness
discipline. The greatest component of
recipientsofthisprogramisineducation
and the humanities, which are regrettably the areas that have far less pronounced needs for tenure track faculty
(“ForgivableLoan,”2005).
ImprovingtheOddsofanAQ
Hire
Administrators have used the following measures only uncommonly on
manyCSUcampuses:
EnsureThatMarketingFaculty
PracticeWhatTheyPreach
Most faculty within marketing units
claim expertise in such areas as target marketing; developing strengths,
weaknesses, opportunities, and threats
(SWOT) analyses; and developing
objectives and strategies with eventual
execution and assessment plans. Yet
theirownschoolsandcollegesseemto
usefewofthemtorecruitnewfaculty.
Getting such faculty involved not only
improves the potential deliverables, it
allows at least one element within a
business unit a certain degree of ownership of the process. Such ownership
andinvolvementcanleadtorelationship
buildingwithfacultycandidatesduring
theentirerecruitmentprocess,resulting
inmoresuccessfulrecruitingoutcomes.
DevelopInformationPacketsThatAre
CompleteandUseful
Somebusinessunits,overwhelmedby
othermorepressingtasks,failtoprovide
recruiting materials ahead of site visits
or even during the visit. Others provide
genericpackagesthatwerealreadyprepared by the university and not tailored
to that specific department or tenure
tracksearch.Abetterapproachwouldbe
foradministratorstodevelopamodularized-package of materials, with common university, college, or school level
elements that are augmented by custom-designeddepartmentalandpersonal
elements.Trailingspouses,children,and
evenagingparentsareallpartoffaculty
candidates'concerns,andadministrators
needtoaddresssuchissuesforsuccessfulrecruitmenttooccur.
EthnicRecruiting
Californiaisthemostdiversestatein
thenation,withcertainethnicgroups—
Chinese,Koreans,Vietnamese—inhigher concentration in certain areas of the
state than anywhere else in the nation.
Forexample,morepersonsofArmenian
descentresideinmetropolitanLosAngelesthanintheArmeniancapitalYerevan
(CenterforStudentMissions,2007).
Becauseonehalforevenmoreofnew
academicallyqualifiedbusinessprofessors in many disciplines are foreignborn, it would be wise for recruiting
committeeswithinthestatetousethese
culturaladvantagestotheirbenefit.
Havingcertainethnicschools,placesof
worship, grocery stores, restaurants, and
media nearby, particularly for candidates
with close-knit family structures, could
give a CSU campus an edge that cannot
be compensated by higher salaries and
reduced teaching loads. Ethnic-recruiting
strategies, of course, go far beyond the
obviousstepoftakingcandidatestoethnic
restaurants(e.g.,takingaKoreancandidate
to eat at a Korean restaurant). Recruiting
teams would use ethnic recruiting strategies only after completing customary
screeningmeasuresandnamingfinalists.
DevelopItinerariesThatWorkforBoth
HiringUnitandCandidate
Far too often, a finalist’s schedule
is filled with obligatory meetings and
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presentations, with precious little time
forcandidatestoexploreandenjoythe
campus and neighborhood and contemplate a life-changing move. Some
searches are completed in less than a
day in an apparent rush to return candidates to the airport. Because these
processes represent one of the most
significant investments in the future of
an academic unit, it might be more
prudent for schools to allow the finalists an extra day, identify interests that
thefinalisthasapartfromtheacademy
(e.g., performing arts, nature, sports),
and share those special moments for a
fewhours.Theminimalcostofanextra
night in a hotel and tickets to a show
couldincreaserecruitingsuccess.
ConsiderAlternativeFaculty
Appointments
In certain extremely hard-to-fill
areas, administrators might consider
two alternative models apart from the
traditionalalternativeofadjunctprofessor or lecturer. First, consistent with
the AACSB’s Bridge Program intent,
schools could create clinical professor
positions for exceptional PQ qualified
faculty, with publication or research
expectations targeted for leading trade
and professional publications. Second,
administratorsmightseekafewdoctors
of education in a business field to fill
tenuretrackpositions.
Schoolsmightexpecttheseindividuals to assume both a high concentration of student-oriented tasks, such
as advising student organizations, and
publishing their own articles in teaching or pedagogical outlets. Schools
might expect these individuals to
assume both a high concentration of
student-oriented tasks, such as advisingstudentorganizations,andpublishinginteachingorpedagogicaloutlets.
For these alternative faculty appointments, schools would need to clearly
outline criteria for tenure and promotion.OneCaliforniadoctoralprogram,
at the Claremont Graduate University,
now offers an executive PhD program
for those people who have had more
than 5 years of senior-level corporate
experience, which is then credited for
somewhat reduced research degree
requirements.
PressVigorouslyforUniversity
CampusestoDevelopLow-Cost
HousingAlternatives
Campuses near the ultra expensive
Californiacoastfinditparticularlyhard
toluretop-tierfacultywithlessthantop
tiercompensationpackagesexacerbated
bycost-of-livingindicators.Wherestate
land is available, university authorities
would be prudent to develop cost-controlledoptions.Anevenlessexpensive
alternative might be to offer modularized-housing options on leased land.
These modular houses are far more
attractiveandcreativethanthedoublewidetrailersofagenerationago.
EngageinDatabaseMiningtoHelp
FillParticularlyDifficultLines
Somepositionsareparticularlychallenging and remain vacant, largely
because of the disparity in compensationandtherelativeshortagesofqualifiedpersonsinsuchareasastaxaccountancy and sales management. In such
instances, it is even more important to
engage in some form of database mining to uncover those candidates with
boththeprizedAQstandardandexpertiseintheseareas.Sometimesthesepersonsareinindustry,sometimesatother
institutions unaware of alternatives.
Alert search committees must uncover
theseopportunitiesandbeaggressivein
recruitingsuchcandidates.
DoNotInvestinMismatches
Some overly optimistic deans and
search committees spend thousands of
dollars in wooing faculty candidates
who are better suited to other institutionswithdifferentmissionsandvalues.
Frequently, these candidates become
finalistsandthenrejectwhattheymight
regardasbackupoffersifbettermatchinginstitutionsdomaterialize.Theclassicexampleisofacandidatewhohasa
strong, dominant research orientation
and who interviews with a school that
has a strong, dominant teaching orientation. Less frequently, these candidatesacceptnonmatchingfitoffersand
thenbeginlookingforsomethingbetter
1–2yearslater.Itwouldseemthewiser
play to recruit faculty with a primary
match on school’s mission and values,
a move that could improve acceptance
andretentionpercentages.
DISCUSSION
Inthisarticle,weexaminedonestate
university system, CSU, and one cognateareawithinit,business.Thisarticle
isapotentialmodelforotherstudiesin
high-demandareassuchasengineering,
nursing, and architecture, at either the
systemlevelorthenationallevel.
A number of areas lend themselves to
further investigation and inquiry. For
example, one potential follow-up to
thisstudywouldbetoinvestigatemore
deeply that population with terminal
degrees in areas other than business.
Inaddition,researcherscaninvestigate
whether there is any significant differencebetweenfacultyhiringatAACSBaccredited programs versus unaccredited units or units that are different
onothercriticaldimensions(e.g.,size,
funding,location,discipline).Although
the focus of this research has been
recruiting business faculty, a related
factorofequal—ifnotgreater—importanceisthatofretaininggoodbusiness
faculty once they are hired. Another
usefulresearchstreammightbedirectedtowardthisend.Thisisparticularly
criticalbecausesomedeansandsearch
committeesmighthaveunstatedstrategiesofraidingfacultyfromothercampuses or augmenting existing salary
structures with private funds. Simply
put—it is one achievement to land a
top-tier stable of faculty hires from
prestigiousprogramselsewhere,whereasitisquiteanothertokeepthem,particularlythoseofjuniorrank.
Conclusions
In this study, we tried to uncover
some symptoms of and possible cures
for the alarming shortfall of qualified
businessfacultyusingtheCSUsystem,
thenation’slargestuniversitysystem,as
acasestudy.
Although there are no easy answers
fororshortcutstoaddressingthegrowingproblemofrecruitingenoughqualified business faculty, it is apparent that
decision makers must invest more time
andresourcesintothishighlyimportant
activitytopreservetheacademicintegrityoftheirunits.Wehaveprovidedherein
July/August2007
341
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areviewofthesituationandsomeextant
and potential remedies to help address
thesedocumentedshortages.
Stakeholders, particularly the deans
who pay the recruiting expenses, must
carefullycontemplatetheinvestmentin
recruiting tenure track faculty. In the
current demand-side market, it would
beprudenttodomorethanthenormlest
positions remain unfilled and must be
carriedovertosubsequentyears.Moreover, we strongly urge that presidents
and provosts throughout the academy
lobby for considerably higher percentagesofdoctoral-forgivableloandollars
and other incentives to be invested in
doctoral students of business. In addition, recommending authorities should
encourage a greater emphasis on cultivating outstanding students to pursue
doctoraldegreesinbusinessratherthan
educationorthehumanities.
Last, search-and-screen committees
must be realistic about the talent available and the match or fit between the
institution and the candidate. Although
the system that we studied represents
oneofthepremiereaggregatestateuniversitiesinthenation,itsmissionisnot
primarilyfocusedonresearchoverteaching.Althoughitmightseemamatterof
pridetoreachforleadingscholarsfrom
ResearchIuniversitiesanddeclarethem
asfinalists,iftheirprimaryobjectiveis
toworkatadoctoralgrantinguniversity
withamajorfocusonsecuringresearch
grantsratherthanteaching,perhapsthat
nextpersonontheshortlistwouldbea
betterfitandawiserinvestment.
NOTES
Dr. James E. Swartz is professor of international business and marketing at the California State Polytechnic University, Pomona. He
has published in such diverse areas as global
risk assessment, multicultural marketing, public
policy,leadershipandemergingtrendswithinthe
field of integrated marketing communications,
and most recently is investigating variances in
universitybrandingstrategies.
Dr.TeresaA.Swartzisprofessorofmarketing
and former interim dean at the California Polytechnic State University, San Luis Obispo. She
has done extensive work in the area of services,
342
JournalofEducationforBusiness
includingprofessionalservices.Hercurrentfocus
isoncreativityandcreativeleadership.
Dr. Priscilla Liang is assistant professor of
finance at the California State University, ChannelIslands.Herresearchinterestisinbehavioral
financeandemergingmarketfinance.
The authors thank Regina Eisenbach and Jim
Lackritzfortheirhelpfulcommentsonanearlier
draftofthisarticle.Inaddition,thisarticlewould
not have been possible without the assistance of
thebusinessschooldeansandassociatedeansin
theCSUsystem.
Correspondence concerning this article should
be addressed to Dr. Teresa A. Swartz, Orfalea
CollegeofBusiness,CaliforniaPolytechnicState
University,SanLuisObispo,CA93407.
E-mail:tswartz@calpoly.edu
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ISSN: 0883-2323 (Print) 1940-3356 (Online) Journal homepage: http://www.tandfonline.com/loi/vjeb20
Market Meltdown: Recruiting Qualified Business
Faculty
James E. Swartz , Teresa A. Swartz & Priscilla Liang
To cite this article: James E. Swartz , Teresa A. Swartz & Priscilla Liang (2007) Market Meltdown:
Recruiting Qualified Business Faculty, Journal of Education for Business, 82:6, 337-342, DOI:
10.3200/JOEB.82.6.337-342
To link to this article: http://dx.doi.org/10.3200/JOEB.82.6.337-342
Published online: 07 Aug 2010.
Submit your article to this journal
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MarketMeltdown:RecruitingQualified
BusinessFaculty
JAMESE.SWARTZ
CALIFORNIASTATE
POLYTECHNICUNIVERSITY
PAMONA,CALIFORNIA
ABSTRACT.Universitybusiness
programshavebeenfacingagrowing
dilemmaconcerninghowtoaddress
increasingshortagesofdoctoral-level
faculty.Inthisstudy,theauthors
examinethechallengesfacingbusiness
schoolsbecauseoftheidentifiedshortage,especiallyinlightofpendingbaby
boomerretirements.WiththeCaliforniaStateUniversitysystemandits23
campusesasacasestudy,theauthors
usedrecruitmentstatisticstoillustrate
thecontinuingshortfallinnewhire
success.Theauthorsidentifiedrecruitmentchallengesandofferedrecommendationstoimprovetherecruitment
ofqualifiedfaculty.
Keywords:businessfaculty,faculty
shortages,recruiting
Copyright©2007HeldrefPublications
TERESAA.SWARTZ
CALIFORNIAPOLYTECHNIC
STATEUNIVERSITY
SANLUISOBISPO,CALIFORNIA
I
n 2002, theAssociation toAdvance
Collegiate Schools of Business
(AACSB)International,releasedoneof
itsmostprofoundandalarmingreports
of this generation, one that stated in
nouncertaintermsthatuniversitybusiness programs are facing a growing
dilemma concerning how to address
increasing shortages of doctoral-level
faculty (Management Education Task
Force, 2002). In the ensuing half
decade—fully one-third less time than
theaverage7.6-yeartermforagraduate
studenttocompleteaterminaldegreein
business (Management Education Task
Force)—the difficulties about which
AACSB’sManagementEducationTask
Forcevoicedconcernshaveonlygrown
worse. This situation has prompted a
newroundofsummits,workshops,task
forces,discussions,andproposedsolutions to address a problem that will
soon—if it does not already—threaten
the very value of graduate degrees in
business(Miller,2006).
The matter has grown so severe that
oneestimateplacedtheshortfallofdoctorates of business at 1,150 by 2009
and 2,500 by 2014 (Olian, LeClair, &
Milano,2004).
Whenoneconsidersthatalmosthalf
of all new doctoral students do not
completetheirdegreeprograms(Smallwood, 2004), at least 15% of all who
do complete such doctorates choose
governmentorindustrycareers,andan
even higher percentage matriculate at
PRISCILLALIANG
CALIFORNIASTATE
UNIVERSITY–CHANNELISLANDS
CAMARILLO,CALIFORNIA
unaccreditedinstitutions,theremaining
number of eligible students is so thin
thatonemightsummarizethesituation
asanearcrisis(DoctoralFacultyCommission,2003),asNelsonpredictedfor
at least one field of business almost a
quarterofacenturyago.
Perhaps the most severe shortfall
appearsintheareaofaccountingwhen
one outlines a supply-versus-demand
comparison. Plumlee, Kachelmeier,
Madeo, Pratt, and Krull, (2006) expect
somewhere between 100 and 200 new
PhDsinallareasofaccountingannually
in the near term. They also estimated
tenuretracksearchesinthefieldjustfor
the 2005–2006 academic year at 1,174
tenure track lines, rendering a shortfall
approaching90%annually.
Concerns about shortages of qualified
tenuretrackfacultyincollegesofbusiness
administrationhavenotbeenconfinedto
aspecificareaofstudy.Researchershave
documentedfacultyneedsininformation
systems (Freeman, Jarvenpaa, &Wheeler, 2000; Frolick, Chen, & Janz, 2005),
accounting (Billiot, Glandon, & McFerrin, 2004; Carpenter & Robson, 2004;
Carr, 2005; Plumlee et al., 2006), supply chain management (Golicic, 2004),
finance (Hobbs,Weeks, & Finch, 2005),
marketing (Basil & Basil, 2006; Davis
& McCarthy, 2005), and certainly other
areas of business education in just this
decadealone.Currentpredictionssuggest
thatneedsforsuchfacultywillcontinueto
grow(Olianetal.,2004).
July/August2007
337
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Finally, another source of potential
supplyseemstobediminishing:thatof
foreignscholarswithdegreesfromreputable programs elsewhere. Researchers
havedocumentedincreasingshortagesin
suchplacesasHongKong(Beck,1990),
Australia (Maslen, 1991), and China
(Bronson, 1990). Canada appears to be
oneofthefewreliablesupplypointsfor
sendingterminaldegreeholdersintothe
UnitedStates(Lewington,1999).
Perhapsnowherearesuchchallenges
more profound than among business
programs in the California State University(CSU)system,thenation’slargest public university system. The CSU
systemhas23campusesthatarealready
competing for scarce resources. Both
(a) cost of living obstacles fueled by
a recent boom in land and real estate
values and (b) competition from the
smaller yet more endowed and prestigious University of California (UC)
systemhavemadehiringafullcomplement of academically qualified professorsinthediscipline—atleastonsome
campuses—nearlyimpossible.
In this study, we examined the challenges facing business schools because
of the identified shortage of new business faculty with doctoral degrees,
especially in light of pending baby
boomer retirements. We scanned and
assessed the landscape of the CSU’s
vast network of campuses for business educators nationally, and perhaps
eveninternationally,togaininsightinto
whatAACSBregardsasitsfirstpriority
amongadauntinglistofchallengesand
concerns(ManagementEducationTask
Force, 2002). Our purpose was (a) to
examine the challenges currently face
for an adequate supply of candidates
deemedacademicallyqualified(AQ)by
AACSBstandards;(b)toreviewtrends
in demand for such a pool within the
CSU system; (c) to survey how variousmemberinstitutionshaveaddressed
theirneedsforbusinessfaculty;and(d)
to review existing solutions, and possiblyintroducerevisedsolutionstohelp
remedythedocumentedshortfalls.
46,000facultyandstaff(CSU,2007).It
hasstaffacrossalmosttwodozencampusesfromHumboldtinthefarnorthof
thestatetoSanDiegointhefarsouth.
Included in the CSU inventory—in
addition to a majority of state university campuses with various programmatic strengths—are two polytechnic
universitiesamongthesixintheUnited
States,onemaritimeacademy,andfive
campusesatLongBeach,Fullerton,San
Diego,Northridge,andSanJose,among
thenation’slargestinsingle-siteenrollment,exceeding30,000studentseach.
AmongallmajorsthroughouttheCSU
system,business-relateddisciplinesare
the largest with some 61,469 declared
undergraduatemajors,or19.06%ofthe
entirepopulationofdeclaredundergraduatesinthesystem(CSU,2006).There
arebusinessfacultyatall23campuses,
with Fullerton and San Diego among
the largest colleges of business in the
West having 7,466 and 6,600 enrolled
business students, respectively (CSU,
2006).In2004–2005,allfacultyinthe
CSUsystembusiness-relateddisciplines
accountedfor1,219full-timeequivalent
faculty(FTEF),or8%oftheentirefaculty population in the CSU system. In
addition,morethanhalfofallfulltime
academicemployeesinthesystemwere
50yearsofageandolder,with18.1%at
least60yearsofage(CSU,2006).
Nineofthe23programsincludedother
significantacademicunitsintheirnames
(e.g., economics, public administration,
or public policy). For purposes of this
analysis,wedidnotincludetheseadditionalunits,exceptinaggregatecampus
data under business and management
(hereafterreferredtoasbusiness).
Finally, 16 of the 23 campuses are
accredited by AACSB, almost half of
the33accreditedprogramsintheentire
state,whichlists5withintheUniversity
ofCaliforniasystemand12elsewhere.
Among the 5 programs in California
accredited separately for accounting,
2—one at Fullerton and one at San
Diego—werewithintheCSUsystem.
TerminalDegreesinBusiness
TheCSUSystemandIts
BusinessPrograms
Begunin1857atSanJose,theCSU
system has 417,000 students with
338
JournalofEducationforBusiness
A review of the origin of a CSU
tenure track faculty member’s terminal degree reveals some interesting
findings. Although a complete census
wouldbedifficulttodetermine,thedata
reported in Table 1 reflect the relative
backgroundsofthiscohortasmeasured
byourreviewingtheself-reportedfacultycredentialsofeachbusinessprofessor
inthesystem.InTable1,thefirstnumberindicatesthefacultywhoseterminal
degrees are in some cognate area of
business, and the second number indicatesthetotalfacultycount.Weidentified accounting, finance, information
systems, marketing, and management
as the primary groups. We included
operationsmanagement(OM)underthe
broadermanagementumbrella.
Accordingtoa2006completereview
of Web sites of all business faculty in
the CSU who self-declared their major
area of emphasis for terminal degrees,
a mere 222 of 397, or slightly more
than 55%, earned terminal degrees in
some cognate area of business, including accounting, business administration, business law, finance, information systems, international business,
management,marketing,andoperations
management. Among the almost 45%
claiming to hold terminal degrees in
other areas, most common were economics, psychology or organizational
behavior,andengineering.
With respect to specific fields, the
data suggest that information systems
(and possibly operations management
underthebroaderumbrellaofmanagement) might require hiring authorities
tocompromisemoreawayfromterminaldegreesinbusiness.Incontrast,the
fields of finance and accounting have
two of the highest concentrations of
TABLE1.Self-ReportedTerminal
DegreesinBusiness
Program
Accounting
Finance
Information
systems
Marketing
Management
Total
a
na
%
30of48
52of78
62.5
66.7
26of59
43of66
42of80
222of397
44.1
65.1
52.5
55.9
Thefirstnumbercorrespondstothenumber of faculty whose terminal degree is
in the business area identified and the
secondnumberrepresentsthetotalfaculty
countsforthearea.
TABLE2.BusinessRecruitmentbyDiscipline
Program
2004–2005
2005–2006
Unfilledlines
Filledlines
Unfilledlines
19
19
2
2
12
4
58a
21
17
5
2
14
34
93
15
18
7
3
13
13
69
Accounting
Finance
IS
OM
Marketing
Management
Total
2006–2007
Continuedincluding Newlines
Filled%
conversions
projected
58.3
48.6
41.7
40.0
51.9
72.3
57.4
14
17
5
2
17
11
66
21
19
12
4
18
12
86
Totallines
35
36
17
6
35
23
152
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Note.IS=InformationSystems;OM=OperationsManagement.a59of117recruitmentlineswerefilledfor50.4%overallsuccessrate,2004–2005.
faculty with terminal degrees in those
areasofinquiry.
However, researchers might surmise
thatbecauseofthespecificityofaccountingandfinance,hiringauthoritiessuch
as deans and provosts are less likely
to authorize tenure track appointments
for faculty candidates whose degrees
are in areas other than accounting or
finance, with economics doctorates the
mostcommoncompromise.
The data stated earlier should be
viewed as categorical because it merely assesses those who have reported
terminal degrees of origin. It may be
safetoconcludethatsearchcommittees
and administrators within the system
have turned to a measure of compromise by hiring faculty in related, and
sometimes somewhat unrelated, areas
tostaffmanytenuretracklineswithpersonswhomightbejudgedacademically
qualified—assuming their publication
records are sufficiently active and currentintheirteachingfields.
CSUFacultyRecruitments
Our review via telephone inquiry of
each of the 23 campuses revealed an
emerging picture that was similar to
the one that we predicted with critical
shortages of appropriate, doctoral-level
faculty, as evidenced by unfilled tenure track faculty positions. According
to cumulative data from all units in
the system in Table 2 there were 162
authorized tenure track recruitments in
business disciplines during the 2005–
2006 academic year and 53 of them
werecarriedoverfromunfilledsearches
during the 2004–2005 academic year
cycle. Overall, administrators hired 93
new tenure track faculty, filling 57%
ofthe2005–2006recruitments.Current
projections indicate 137 tenure track
searches in business disciplines for the
2006–2007 recruiting cycle, with 64
linesfromthepreviousyear.
Finance and accounting were responsible for the most unfilled lines for the
2004–2005 recruiting cycle (19 each),
with those two disciplines amounting to
two thirds of all vacant searches. In the
2005–2006recruitingcycle,management
fared best with 72.3% of all searches
filled, whereas accounting improved significantly at 58.3% of all searches filled.
Again, accounting and finance had the
mostunfilledlines.Businessunitscarried
forward66unfilledlinesfrom2005–2006,
8 more than the previous year, but overall conducted a slightly more successful
recruiting campaign, with 57.4% of all
lines filled, in comparison to barely half
in2004–2005.Asbusinessadministrators
look ahead to 2006–2007, finance (36),
accounting(35),andmarketing(35)dominatetheirbusinessfacultyneeds.
CaliforniaChallenges
Although California’s pleasant Mediterranean climate draws many people
whohailfromelsewhere,itisnoteworthy
that good weather frequently cannot outweigh various obstacles to luring qualified talent into the system, notably the
extremelyhighcostofhousingwherein,
for example, the median cost per unit in
relatively modest communities of smallscale homes, such as Santa Monica and
SantaBarbara,exceeds$1.1million.That
high cost of housing can be hard on the
newlymintedPhDswhoaresaddledwith
student loan repayments and little cash
reserves. Overwhelmingly, California is
themostexpensivestateforhousinginthe
nation—with some estimates approaching 300% higher than any other state.
Soextremeisthedisparityinnationwide
housing costs that one report located 23
of the 25 most expensive median-priced
homesasinCaliforniacommunities,with
Newport Beach the leader at a median
of $1.3 million (“Pricey Homes,” 2006).
Further, California has the top 11 least
affordable markets for homebuyers and
28ofthetop50leastaffordablemarkets
(Wasserman,2006).
Particularly vexing for the college
deans who must recommend starting
appointmentsalariesisarelativelyfixed
wagestructurethatacollectivebargaining agreement between the California
FacultyAssociation, as a union mediator,andtheStateofCaliforniagoverns.
For entry-level assistant professors,
the state-mandated range is $45,156–
$84,912 with performance bonuses A
newcontractagreement,ratifiedinMay
2007, provided a 3% general salary
increase for all faculty retroactive to
July1,2006.Thesalaryfiguresreported
herearepriortothenewcontract.
Yet,tenuredfullprofessorswithservice and performance bonuses reach
a maximum of merely $97,778 (CSU,
2005), which, at highest salary suggested for the most meritorious, senior
professor, regardless of discipline, is
more than $22,000 less than one surveyofthemeanstartingannualsalaries
fordoctoralstudentsintheeasier-to-fill
areaofmarketing(Close,2006).
July/August2007
339
In higher demand areas such as
accounting, reported entry-level salaries
reach into the $140,000 range (Gullapalli,2006)andsomeplacenewfinance
professorshigherstill.Eveninthefieldof
marketing—whichhaslongbeenregarded as perhaps the second easiest field
to fill, behind general management—an
entry-level mean salary package above
$120,000 for new appointees has raised
newchallenges(Close,2006).
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SomeRemedies
Neither academics nationally nor
those within CSU have been observing business faculty needs idly. From
initiativeswithintheCSUOfficeofthe
Chancellortothoseimplementedlocally,administratorshavetried,withsome
success, to meet the growing needs of
risingstudentbodyranksandthegreater
communitiesthateachcampusserves.
Among national programs, perhaps
the one with the most visibility is the
PhD Project, which has tried to attract
brightyoungminority(exclusivelyAfricanAmerican,HispanicAmerican,and
NativeAmerican) candidates into doctoralstudy.Begunin1994,whenthere
werefewerthan300tenuretrackfaculty
fromtheseunderrepresentedgroups,the
program has cultivated more than 500
additional new faculty in slightly more
than a decade. However, this cohort
remains an overwhelming minority
among the more than 26,000 business
facultyinthenation(Mangan,2006).
For its part, AACSB sponsors a
Bridge Program in which senior-level
business executives are identified and
encouraged to begin academic careers
to help business units gain or reaffirm
accreditation.Thiscohortdoesnotoffer
AQcertification,butprofessionalqualification(PQ).Launchedinlate1996—
with cosponsorship from the doctoral
programs at the University of California,Irvine,andtheUniversityofSouthern California—this program is likely
toproduceapotentiallylargerpipeline
than the PhD Project because of the
extantsizeoftheavailabletalentpool.
Within the State of California, the
CSU Office of the Chancellor offers a
forgivablestudentloanprogramtooutstandingstudentswhohavebeenaccepted into doctoral programs. The forgiv340
JournalofEducationforBusiness
ablestudentloanprogramgrantseachof
itsstudentsaloanofupto$10,000per
annumfor3years.Theprogramcanbe
completelywrittenoff,orforgiveatotal
of $30,000 if a newly-minted doctorate is hired for a tenure track appointmentatanyofthesystem’s23campuses
for 5 years, with each year of service
countingfora20%writeoff.Although
thisprogramhassucceededinattracting
minority (70.1% of all accepted) and
female(69.1%)studentstothepursuitof
doctoraldegrees,theselecteddisciplines
have diverged from the greatest needs
of the CSU system. By August 2005,
1,501 doctoral students had enrolled in
this program. Only 53 students (3.5%)
were reportedly completing their doctoral degrees in a business discipline.
Not all of the students had completed
theirdoctoraldegreesatthetimeofthe
report.Thenumberreferstothosewho
participated in the program and were
pursuingadoctoraldegreeinabusiness
discipline. The greatest component of
recipientsofthisprogramisineducation
and the humanities, which are regrettably the areas that have far less pronounced needs for tenure track faculty
(“ForgivableLoan,”2005).
ImprovingtheOddsofanAQ
Hire
Administrators have used the following measures only uncommonly on
manyCSUcampuses:
EnsureThatMarketingFaculty
PracticeWhatTheyPreach
Most faculty within marketing units
claim expertise in such areas as target marketing; developing strengths,
weaknesses, opportunities, and threats
(SWOT) analyses; and developing
objectives and strategies with eventual
execution and assessment plans. Yet
theirownschoolsandcollegesseemto
usefewofthemtorecruitnewfaculty.
Getting such faculty involved not only
improves the potential deliverables, it
allows at least one element within a
business unit a certain degree of ownership of the process. Such ownership
andinvolvementcanleadtorelationship
buildingwithfacultycandidatesduring
theentirerecruitmentprocess,resulting
inmoresuccessfulrecruitingoutcomes.
DevelopInformationPacketsThatAre
CompleteandUseful
Somebusinessunits,overwhelmedby
othermorepressingtasks,failtoprovide
recruiting materials ahead of site visits
or even during the visit. Others provide
genericpackagesthatwerealreadyprepared by the university and not tailored
to that specific department or tenure
tracksearch.Abetterapproachwouldbe
foradministratorstodevelopamodularized-package of materials, with common university, college, or school level
elements that are augmented by custom-designeddepartmentalandpersonal
elements.Trailingspouses,children,and
evenagingparentsareallpartoffaculty
candidates'concerns,andadministrators
needtoaddresssuchissuesforsuccessfulrecruitmenttooccur.
EthnicRecruiting
Californiaisthemostdiversestatein
thenation,withcertainethnicgroups—
Chinese,Koreans,Vietnamese—inhigher concentration in certain areas of the
state than anywhere else in the nation.
Forexample,morepersonsofArmenian
descentresideinmetropolitanLosAngelesthanintheArmeniancapitalYerevan
(CenterforStudentMissions,2007).
Becauseonehalforevenmoreofnew
academicallyqualifiedbusinessprofessors in many disciplines are foreignborn, it would be wise for recruiting
committeeswithinthestatetousethese
culturaladvantagestotheirbenefit.
Havingcertainethnicschools,placesof
worship, grocery stores, restaurants, and
media nearby, particularly for candidates
with close-knit family structures, could
give a CSU campus an edge that cannot
be compensated by higher salaries and
reduced teaching loads. Ethnic-recruiting
strategies, of course, go far beyond the
obviousstepoftakingcandidatestoethnic
restaurants(e.g.,takingaKoreancandidate
to eat at a Korean restaurant). Recruiting
teams would use ethnic recruiting strategies only after completing customary
screeningmeasuresandnamingfinalists.
DevelopItinerariesThatWorkforBoth
HiringUnitandCandidate
Far too often, a finalist’s schedule
is filled with obligatory meetings and
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presentations, with precious little time
forcandidatestoexploreandenjoythe
campus and neighborhood and contemplate a life-changing move. Some
searches are completed in less than a
day in an apparent rush to return candidates to the airport. Because these
processes represent one of the most
significant investments in the future of
an academic unit, it might be more
prudent for schools to allow the finalists an extra day, identify interests that
thefinalisthasapartfromtheacademy
(e.g., performing arts, nature, sports),
and share those special moments for a
fewhours.Theminimalcostofanextra
night in a hotel and tickets to a show
couldincreaserecruitingsuccess.
ConsiderAlternativeFaculty
Appointments
In certain extremely hard-to-fill
areas, administrators might consider
two alternative models apart from the
traditionalalternativeofadjunctprofessor or lecturer. First, consistent with
the AACSB’s Bridge Program intent,
schools could create clinical professor
positions for exceptional PQ qualified
faculty, with publication or research
expectations targeted for leading trade
and professional publications. Second,
administratorsmightseekafewdoctors
of education in a business field to fill
tenuretrackpositions.
Schoolsmightexpecttheseindividuals to assume both a high concentration of student-oriented tasks, such
as advising student organizations, and
publishing their own articles in teaching or pedagogical outlets. Schools
might expect these individuals to
assume both a high concentration of
student-oriented tasks, such as advisingstudentorganizations,andpublishinginteachingorpedagogicaloutlets.
For these alternative faculty appointments, schools would need to clearly
outline criteria for tenure and promotion.OneCaliforniadoctoralprogram,
at the Claremont Graduate University,
now offers an executive PhD program
for those people who have had more
than 5 years of senior-level corporate
experience, which is then credited for
somewhat reduced research degree
requirements.
PressVigorouslyforUniversity
CampusestoDevelopLow-Cost
HousingAlternatives
Campuses near the ultra expensive
Californiacoastfinditparticularlyhard
toluretop-tierfacultywithlessthantop
tiercompensationpackagesexacerbated
bycost-of-livingindicators.Wherestate
land is available, university authorities
would be prudent to develop cost-controlledoptions.Anevenlessexpensive
alternative might be to offer modularized-housing options on leased land.
These modular houses are far more
attractiveandcreativethanthedoublewidetrailersofagenerationago.
EngageinDatabaseMiningtoHelp
FillParticularlyDifficultLines
Somepositionsareparticularlychallenging and remain vacant, largely
because of the disparity in compensationandtherelativeshortagesofqualifiedpersonsinsuchareasastaxaccountancy and sales management. In such
instances, it is even more important to
engage in some form of database mining to uncover those candidates with
boththeprizedAQstandardandexpertiseintheseareas.Sometimesthesepersonsareinindustry,sometimesatother
institutions unaware of alternatives.
Alert search committees must uncover
theseopportunitiesandbeaggressivein
recruitingsuchcandidates.
DoNotInvestinMismatches
Some overly optimistic deans and
search committees spend thousands of
dollars in wooing faculty candidates
who are better suited to other institutionswithdifferentmissionsandvalues.
Frequently, these candidates become
finalistsandthenrejectwhattheymight
regardasbackupoffersifbettermatchinginstitutionsdomaterialize.Theclassicexampleisofacandidatewhohasa
strong, dominant research orientation
and who interviews with a school that
has a strong, dominant teaching orientation. Less frequently, these candidatesacceptnonmatchingfitoffersand
thenbeginlookingforsomethingbetter
1–2yearslater.Itwouldseemthewiser
play to recruit faculty with a primary
match on school’s mission and values,
a move that could improve acceptance
andretentionpercentages.
DISCUSSION
Inthisarticle,weexaminedonestate
university system, CSU, and one cognateareawithinit,business.Thisarticle
isapotentialmodelforotherstudiesin
high-demandareassuchasengineering,
nursing, and architecture, at either the
systemlevelorthenationallevel.
A number of areas lend themselves to
further investigation and inquiry. For
example, one potential follow-up to
thisstudywouldbetoinvestigatemore
deeply that population with terminal
degrees in areas other than business.
Inaddition,researcherscaninvestigate
whether there is any significant differencebetweenfacultyhiringatAACSBaccredited programs versus unaccredited units or units that are different
onothercriticaldimensions(e.g.,size,
funding,location,discipline).Although
the focus of this research has been
recruiting business faculty, a related
factorofequal—ifnotgreater—importanceisthatofretaininggoodbusiness
faculty once they are hired. Another
usefulresearchstreammightbedirectedtowardthisend.Thisisparticularly
criticalbecausesomedeansandsearch
committeesmighthaveunstatedstrategiesofraidingfacultyfromothercampuses or augmenting existing salary
structures with private funds. Simply
put—it is one achievement to land a
top-tier stable of faculty hires from
prestigiousprogramselsewhere,whereasitisquiteanothertokeepthem,particularlythoseofjuniorrank.
Conclusions
In this study, we tried to uncover
some symptoms of and possible cures
for the alarming shortfall of qualified
businessfacultyusingtheCSUsystem,
thenation’slargestuniversitysystem,as
acasestudy.
Although there are no easy answers
fororshortcutstoaddressingthegrowingproblemofrecruitingenoughqualified business faculty, it is apparent that
decision makers must invest more time
andresourcesintothishighlyimportant
activitytopreservetheacademicintegrityoftheirunits.Wehaveprovidedherein
July/August2007
341
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areviewofthesituationandsomeextant
and potential remedies to help address
thesedocumentedshortages.
Stakeholders, particularly the deans
who pay the recruiting expenses, must
carefullycontemplatetheinvestmentin
recruiting tenure track faculty. In the
current demand-side market, it would
beprudenttodomorethanthenormlest
positions remain unfilled and must be
carriedovertosubsequentyears.Moreover, we strongly urge that presidents
and provosts throughout the academy
lobby for considerably higher percentagesofdoctoral-forgivableloandollars
and other incentives to be invested in
doctoral students of business. In addition, recommending authorities should
encourage a greater emphasis on cultivating outstanding students to pursue
doctoraldegreesinbusinessratherthan
educationorthehumanities.
Last, search-and-screen committees
must be realistic about the talent available and the match or fit between the
institution and the candidate. Although
the system that we studied represents
oneofthepremiereaggregatestateuniversitiesinthenation,itsmissionisnot
primarilyfocusedonresearchoverteaching.Althoughitmightseemamatterof
pridetoreachforleadingscholarsfrom
ResearchIuniversitiesanddeclarethem
asfinalists,iftheirprimaryobjectiveis
toworkatadoctoralgrantinguniversity
withamajorfocusonsecuringresearch
grantsratherthanteaching,perhapsthat
nextpersonontheshortlistwouldbea
betterfitandawiserinvestment.
NOTES
Dr. James E. Swartz is professor of international business and marketing at the California State Polytechnic University, Pomona. He
has published in such diverse areas as global
risk assessment, multicultural marketing, public
policy,leadershipandemergingtrendswithinthe
field of integrated marketing communications,
and most recently is investigating variances in
universitybrandingstrategies.
Dr.TeresaA.Swartzisprofessorofmarketing
and former interim dean at the California Polytechnic State University, San Luis Obispo. She
has done extensive work in the area of services,
342
JournalofEducationforBusiness
includingprofessionalservices.Hercurrentfocus
isoncreativityandcreativeleadership.
Dr. Priscilla Liang is assistant professor of
finance at the California State University, ChannelIslands.Herresearchinterestisinbehavioral
financeandemergingmarketfinance.
The authors thank Regina Eisenbach and Jim
Lackritzfortheirhelpfulcommentsonanearlier
draftofthisarticle.Inaddition,thisarticlewould
not have been possible without the assistance of
thebusinessschooldeansandassociatedeansin
theCSUsystem.
Correspondence concerning this article should
be addressed to Dr. Teresa A. Swartz, Orfalea
CollegeofBusiness,CaliforniaPolytechnicState
University,SanLuisObispo,CA93407.
E-mail:tswartz@calpoly.edu
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