In 1991, Vietnam's College of Construction added 28.3 percent to its budget by taking on external contracts. Critics observe that such activities deflect the staff from their primary missions as specialized providers of higher education. Advocates usually agree, but point out that the activities at least permit the institutions to survive in harsh economic climates. An example from a very different climate exists in Singapore. Although the country has a strong economy and has had continued government budget surpluses, even in Singapore the 1990s have brought a philosophy that higher education institutions should develop their own sources of revenue and reduce dependence on the government.
Some observers view the privatization trend positively.
They can respond efficiently and effectively to changing demand, and they increase educational opportunities with little or no educational cost. However, others have pointed out that the private sector includes opportunists and charlatans as well as reputable providers. In addition to local entrepreneurs, the opportunists include some ventures that have bases in North America, Europe, and Australasia but that market their wares in Asia. The 1990s have seen a rash of joint ventures and overseas operations in such countries as Malaysia and Japan, some of which are of very questionable quality and that offer degrees not accredited in their home countries. Laissez faire policies toward the private sector may also exacerbate problems in the labor market.