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【研究ノート】私立大学における「低偏差値戦略」と定員割れ常態化の原理
https://kbu.repo.nii.ac.jp/records/2000376
https://kbu.repo.nii.ac.jp/records/2000376046986b1-10d4-4a67-982f-9acb93a3144a
| 名前 / ファイル | ライセンス | アクション |
|---|---|---|
sr27_15_hiratsuka_kurokawa.pdf (1.3 MB)
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| アイテムタイプ | 紀要論文 / Departmental Bulletin Paper(1) | |||||||||
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| 公開日 | 2026-03-31 | |||||||||
| タイトル | ||||||||||
| タイトル | 【研究ノート】私立大学における「低偏差値戦略」と定員割れ常態化の原理 | |||||||||
| 言語 | ja | |||||||||
| タイトル | ||||||||||
| タイトル | The Paradox of Low-Selectivity Strategies in Private Universities: An Organizational Analysis of Enrollment Decline | |||||||||
| 言語 | en | |||||||||
| 言語 | ||||||||||
| 言語 | jpn | |||||||||
| キーワード | ||||||||||
| 言語 | en | |||||||||
| 主題 | University Management | |||||||||
| キーワード | ||||||||||
| 言語 | en | |||||||||
| 主題 | Low Deviation Value Strategy | |||||||||
| キーワード | ||||||||||
| 言語 | en | |||||||||
| 主題 | Reverse Selection | |||||||||
| 資源タイプ | ||||||||||
| 資源タイプ | departmental bulletin paper | |||||||||
| 著者 |
平塚 力
× 平塚 力
× 黒川 哲治
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| 著者（英） | ||||||||||
| 姓名 | Tsutomu HIRATSUKA | |||||||||
| 言語 | en | |||||||||
| 著者（英） | ||||||||||
| 姓名 | Tetsuji KUROKAWA | |||||||||
| 言語 | en | |||||||||
| 抄録 | ||||||||||
| 内容記述タイプ | Abstract | |||||||||
| 内容記述 | The purpose of this paper is to elucidate, from the perspective of organizational and management theory, the paradoxical mechanism through which private universities that deliberately relax admission selectivity in order to prioritize full enrollment—a strategy referred to here as the “low-deviation-score strategy”—may achieve short-term enrollment targets while, in the long run, reproducing and normalizing chronic under-enrollment. Focusing on the Japanese higher education market of the 2000s, characterized by a declining population of eighteen-year-olds and an expanding total university capacity, the study examines how universities operating under dual external pressures—an institutional environment shaped by regulation, subsidies, and evaluation, and a technical environment structured by market exchanges with prospective students—adopt short-sighted admission strategies that become self-reinforcing and ultimately threaten organizational survival. The analysis proceeds in four stages. First, it introduces adverse selection as a core analytical concept, demonstrating how lowered selectivity, while appearing to function as an immediate remedy for enrollment shortages, discourages students who value academic quality, learning environments, and post-graduation prospects, thereby intensifying the university’s “unattractiveness” in the applicant market. Second, it shows that adverse selection does not occur uniformly but varies according to faculty characteristics—particularly the clarity of career outcomes such as professional qualifications—and regional labor-market conditions, producing a double disadvantage in certain academic fields whereby both academically motivated and less academically oriented students avoid low-deviation-score institutions. Third, drawing on Pierre Bourdieu’s concept of cultural capital, the paper links pre-contractual self-selection by applicants with post-enrollment moral hazard, illustrating a negative spiral in which reduced selectivity leads to the erosion of learning culture, declining external evaluations, and further decreases in applications. Fourth, it explains why universities persist in this seemingly disadvantageous strategy through the metaphor of “descending a mountain stream” in survival situations, highlighting how cognitive biases—such as confirmation bias, optimism bias, and anchoring—delay strategic change by downplaying disconfirming evidence including dropout rates, weakened employment outcomes, and reputational decline, while organizational learning remains confined to routine adjustments rather than deeper structural transformation. The paper concludes that the low-deviation-score strategy does not represent an effective adaptation to environmental change but should instead be understood as a “downward strategy” that simultaneously undermines institutional prestige and financial stability through the combined effects of adverse selection and moral hazard, thereby accumulating exit risk. Consequently, sustainable management of private universities requires not incremental recruitment adjustments but fundamental structural transformation grounded in meta-learning that renews the very foundations of organizational decision-making in response to discontinuous environmental change. |
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| 言語 | en | |||||||||
| 書誌情報 |
ja : 総合社会学部研究紀要 en : Bulletin of the Faculty of Social Relations 巻 27, p. 103-119, 発行日 2026-03-31 |
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| 出版者 | ||||||||||
| 出版者 | 京都文教大学 | |||||||||
| 言語 | ja | |||||||||
| 出版者 | ||||||||||
| 出版者 | KYOTO BUNKYO UNIVERSITY | |||||||||
| 言語 | en | |||||||||
| ISSN | ||||||||||
| 収録物識別子タイプ | ISSN | |||||||||
| 収録物識別子 | 2759-2413 | |||||||||
