Publication: SUSTAINABLE MANAGEMENT IN THE DIGITAL AGE: A STRATEGIC MODEL FOR PRIVATE HIGHER EDUCATION INSTITUTIONS
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Issued Date
2026-01-01
Resource Type
ISSN
24080071
eISSN
24079529
Scopus ID
2-s2.0-105029379312
Journal Title
Scientific Culture
Volume
12
Issue
1-1
Start Page
50
End Page
63
Rights Holder(s)
SCOPUS
Bibliographic Citation
Scientific Culture Vol.12 No.1-1 (2026) , 50-63
Suggested Citation
Rattanapun S., Hansanontha P. SUSTAINABLE MANAGEMENT IN THE DIGITAL AGE: A STRATEGIC MODEL FOR PRIVATE HIGHER EDUCATION INSTITUTIONS. Scientific Culture Vol.12 No.1-1 (2026) , 50-63. 63. doi:10.5281/zenodo.11425112 Retrieved from: https://hdl.handle.net/20.500.14740/55361
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Abstract
Private Higher Education Institutions (PHEIs) face increasing challenges in maintaining competitiveness, economic sustainability, and academic relevance within the rapidly evolving global education landscape. The primary objectives of this study were twofold: (1) to formulate a sustainable management model for PHEIs, and (2) to verify the validity of the proposed model. A qualitative methodology was employed to gain an in-depth understanding of the phenomena. The top five PHEIs in Thailand were selected for in-depth interviews, based on rankings from the Webometrics Ranking of World Universities and the UniRank University Ranking. The institutions selected were: (1) Assumption University, (2) Rangsit University, (3) Bangkok University, (4) Sripatum University, and (5) the University of the Thai Chamber of Commerce. The research was conducted in two phases. Phase 1 involved the development of the sustainable management model using in-depth interviews with 20 key informants, including 5 senior executives, 5 lecturers, 5 experts, and 5 staff members. The resulting model was based on the 7Ps marketing mix framework—Product, Price, Place, Promotion, People, Process, and Physical Evidence/Environment and Presentation—combined with ESG principles (Environmental, Social, and Governance) and integrated with the POSDC managerial process (Planning, Organizing, Staffing, Directing, and Controlling). This integrated model was aligned with the four core missions of higher education institutions: graduate production, research, academic services, and cultural preservation. Phase 2 involved validation of the model by seven external experts using a checklist-based evaluation. The findings confirmed the robustness of the model, which strategically integrates the 7Ps marketing mix, ESG principles, and POSDC functions to support the four key institutional missions. The final model provides a comprehensive and strategic roadmap for enhancing the sustainability and competitiveness of private higher education in dynamic and uncertain environments.