Iranian Higher Education
Volume 17, Issue 1 (2025)
ihej 2025, 17(1): 51-74 |
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Ali Khorsandi Taskoh A, Shakour Shahabi L, Marjaei S H, Ghasem Talebi V. Analysis of the Status of Institutional Research in Universities Affiliated with the Academic Center for Education, Culture and Research (ACECR). ihej 2025; 17 (1) :51-74
URL: http://ihej.ir/article-1-2111-en.html
URL: http://ihej.ir/article-1-2111-en.html
1- Associate Professor; Educational Policy Studies, Department of Educational Planning and Administration, Allameh Tabataba'i University, Tehran, Iran.
2- PhD Graduate in Higher Education Management, Faculty of Education and Psychology, Allameh Tabataba'i University, Tehran, Iran. ,l.shahabi2009@gmail.com
3- Associate Professor of Sociology, Department of Comparative Studies in Higher Education, The Institute for Research and Planning in Higher Education (IRPHE), Tehran, Iran.
4- PhD Graduate in Higher Education Management, Faculty of Education and Psychology, Allameh Tabataba'i University, Tehran, Iran.
2- PhD Graduate in Higher Education Management, Faculty of Education and Psychology, Allameh Tabataba'i University, Tehran, Iran. ,
3- Associate Professor of Sociology, Department of Comparative Studies in Higher Education, The Institute for Research and Planning in Higher Education (IRPHE), Tehran, Iran.
4- PhD Graduate in Higher Education Management, Faculty of Education and Psychology, Allameh Tabataba'i University, Tehran, Iran.
Abstract: (491 Views)
Objective: Establishing Institutional Research offices in universities affiliated with the Academic Center for Education, Culture and Research (ACECR) is a proposed strategy to tackle financial constraints and promote scientific research. These offices would generate tailored, data-driven knowledge to support university-specific innovation and research, ultimately contributing to national scientific advancement. This study examines the current and desired state of Institutional Research )IR( in these institutions.
Methodology: This applied, descriptive-survey study employed a quantitative approach. The statistical population consisted of 300 managers, experts, and faculty from universities affiliated with ACECR (110 from Science and Culture University, 190 from Science and Arts University). A sample of 168 was selected via Cochran's formula and simple random sampling. Data was collected using a reliable researcher-made questionnaire (Cronbach's alpha = 0.92) and was analyzed using the Wilcoxon signed-rank test in SPSS-21.
Findings: Expert perspectives from ACECR universities revealed a significant gap in all dimensions of Institutional Research. The largest gaps were found in: Decision-Making (especially in using evidence from comparative studies and other universities' experiences). External Communications (specifically in engaging with industry/government for professional services).
Conclusion: In the short term, forming temporary teams and leveraging existing IT tools is an initial step for enhancing knowledge and data management. However, long-term institutionalization of dedicated Institutional Research offices with proper infrastructure and staff is crucial for structural transformation. This development establishes the foundation for evidence-based decision-making, effective communication, and accountable governance. It ultimately supports the sustainable development of universities and society through applied research.
Methodology: This applied, descriptive-survey study employed a quantitative approach. The statistical population consisted of 300 managers, experts, and faculty from universities affiliated with ACECR (110 from Science and Culture University, 190 from Science and Arts University). A sample of 168 was selected via Cochran's formula and simple random sampling. Data was collected using a reliable researcher-made questionnaire (Cronbach's alpha = 0.92) and was analyzed using the Wilcoxon signed-rank test in SPSS-21.
Findings: Expert perspectives from ACECR universities revealed a significant gap in all dimensions of Institutional Research. The largest gaps were found in: Decision-Making (especially in using evidence from comparative studies and other universities' experiences). External Communications (specifically in engaging with industry/government for professional services).
Conclusion: In the short term, forming temporary teams and leveraging existing IT tools is an initial step for enhancing knowledge and data management. However, long-term institutionalization of dedicated Institutional Research offices with proper infrastructure and staff is crucial for structural transformation. This development establishes the foundation for evidence-based decision-making, effective communication, and accountable governance. It ultimately supports the sustainable development of universities and society through applied research.
Keywords: Institutional Research, Higher Education, Universities affiliated with Academic Ce
nter for Education, Culture and Research
Type of article: Research |
Subject:
Special
Received: 2025/05/12 | Accepted: 2025/06/20 | ePublished ahead of print: 2025/09/19
Received: 2025/05/12 | Accepted: 2025/06/20 | ePublished ahead of print: 2025/09/19
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