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Courting the good customer: One dis...

Harvard University.

Courting the good customer: One district's response to the competition of a charter school.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Courting the good customer: One district's response to the competition of a charter school.
作者:	O'Day, Brendan F.
面頁冊數:	225 p.
附註:	Adviser: Gary Orfield.
附註:	Source: Dissertation Abstracts International, Volume: 67-06, Section: A, page: 2005.
Contained By:	Dissertation Abstracts International67-06A.
標題:	Education, Administration.
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3221614
ISBN:	9780542744082

Courting the good customer: One district's response to the competition of a charter school.
O'Day, Brendan F.

Courting the good customer: One district's response to the competition of a charter school. - 225 p.

Adviser: Gary Orfield.

Thesis (Ed.D.)--Harvard University, 2006.

Further, this study finds that even after social and financial losses waned, the presence of the charter school still served a competitive function. In a period of peaceful district-charter co-existence, the ever-present threat of losing its best students to the charter school was used by the district's superintendent to promote a culture of continuous improvement.

ISBN: 9780542744082Subjects--Topical Terms:

212439
Education, Administration.

Courting the good customer: One district's response to the competition of a charter school.
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520 # $a Further, this study finds that even after social and financial losses waned, the presence of the charter school still served a competitive function. In a period of peaceful district-charter co-existence, the ever-present threat of losing its best students to the charter school was used by the district's superintendent to promote a culture of continuous improvement.
520 # $a The challenge facing districts may not be the question of how best to respond to the presence of a charter school. The challenge may be for district administrators, rather, to prevent exit by listening to---and responding to---the voices of the students, parents and teachers who still consider their district home.
520 # $a The findings of this study suggest that in a small district with an uncomplicated competitive environment, the credible threat of exit enhances the voice of a district's good customers. This leaves open the question of whether this enhanced culture around voice also heightens the voice of a district's bad customers, however defined. It also leaves open the question of whether a district's continuous improvement in response to the loss of its good customers is improvement for all.
520 # $a This research examines the response of a small, rural school district to the competition of a charter school during the charter school's first eight years. Using Hirschman's ideas of exit and voice as its theoretical framework, this thesis explores whether the district responded to the inception and continued presence of the charter school, how it responded, and how this response changed as the district-charter relationship matured. Interviews with key stakeholders and document review provided the data for this in-depth, explanatory, critical case study.
520 # $a This study finds that the credible threat of exit and its attendant financial and social losses increased the power of voice for district parents---especially those parents threatening to leave. The subsequent exit of many of the district's strongest middle school students coupled with the district's perception that it suffered financially accelerated district efforts to improve academic achievement through standards-based reform. The district also made concerted efforts to actively seek out parental voice in order to improve its customer relations.
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