Accounting Department Chairpersons of Private Universities Rate Business School Performance through a Market Orientation Lens
Robert L. Webster, Jeanie A. Curry, Kevin L. Hammond

Abstract
This paper investigates the uses and possible benefits of a market orientation strategy within higher education. The manuscript reports the results of a national survey examining the levels of reported market orientation toward students and its impact on business school performance for private university business schools belonging to AACSB-International. The research seeks to determine if private business schools exhibit levels of market orientation similar to for-profit businesses and if levels of reported market orientation affect reported levels of organizational performance. The private universities studied were all members of AACSB and all were located in the United States. The accounting department chairpersons were asked to respond to a mailed survey. The survey questions used came from a reworded Narver and Slater (1990) “market orientation” scale and the Jaworski and Kohli’s (1993) “overall performance” scale. Thirty-nine (39) accounting department chairs responded to the survey.

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