Leveraging the Value-Chain-Analysis: Competitive Strategies for Sustainability in Continuing Higher Education

• In Event: Management Accounting

Abstract

In March 2010, workforce initiatives from across the country inaugurated the first annual Workforce Solutions Week. This weeklong celebration brought together workers, employers, public officials, and business, community, and education leaders to honor successful models for building our nation’s frontline workforce. It is the general consensus that our current American workforce is in serious jeopardy. But is education the answer to this daunting issue? The 2006, Spellings report, noted that, “As we look forward to the future, it is imperative that we maintain a system of higher education that meets the needs of our diverse population and in particular the needs of the traditionally underserved communities” (pg. 1). This paper highlights findings from a study conducted using an experimental “works-shop” approach to data collection and analysis. It uses the theory of the value chain analysis (VCA), a managerial accounting concept, to describe the manner in which Continuing Higher Education—via technical, community, and other four-year colleges—are “locales” of value and posit valuable contributions to rebuilding America’s workforce and society. By leveraging the VCA in their organizational and fiscal structure their contributions are comprehensive and promote sustainability in “alternative” higher education.
Key words: Workforce development, continuing higher education, value-chain-analysis, competitive advantages

Authors

• Sandria S Stephenson, Kennesaw State University-Coles College of Business

• Minavia Guadelopue-williams, Academy of Management