Title of publication

Kajaanin ammattikorkeakoulun auditointi (Audit of the Kajaani University of Applied Sciences)


Katri Ojasalo, Sakari Heikkilä, Ninni Kuparinen, Maria Ruotsalainen, Kim Wrange, Kirsi Mustonen & Mira Huusko

The self-assessment of Kajaani University of Applied Sciences (eds.) Teija Sievänen

The Higher Education Evaluation Committee’s decision

The Kajaani University of Applied Sciences passed the audit on 24 March 2021.

The Quality Label is valid until 24 March 2027.

The audit team’s evaluation of the evaluation areas I-III

I: HEI creates competence: good level

II: HEI promotes impact and renewal: good level

III: HEI enhances quality and well-being: good level

HEI as a learning organisation – evaluation area chosen by Kajaani University of Applied Sciences

Esports Business Education

Theme and partner for benchlearning

Theme: Continuous and multiform learning

Partner: Centria University of Applied Sciences

Key strengths and recommendations


  • The strongly student-centric approach of Kajaani University of Applied Sciences (KAMK) and the flexible range of studies offered encourage students to take on an active role in their learning process, which also supports student welfare. Student engagement in developing degree education is active.
  • KAMK has a widely known and shared understanding of the strategic objectives of societal impact and the role of staff in their achievement. A low hierarchy and open atmosphere support an agile operating culture both within KAMK and with its partners.
  • The information produced by the quality system is used in the work of the Board of Directors, management team and unit heads. KAMK’s key anticipation and performance indicator data are monitored regularly, and decisions which guide the activities are based on them.
  • The Esports Business programme is implemented together with the world of work and other stakeholders. The stakeholders are motivated and interested in cooperation with KAMK. The students, staff and stakeholders form a strong community with a common goal.


  • A goal-oriented approach is a precondition for developing the offer and operating models of continuous learning. Continuous learning needs should be anticipated systematically, and the guidance practices for students pursuing continuous learning should be developed further.
  • KAMK should diversify its societal interaction and effectiveness indicators, allowing KAMK and its stakeholders to gain a better idea of the institution’s effectiveness. More versatile information on the outcomes of societal interaction and effectiveness would also facilitate communication about KAMK’s strengths and support the targeting of development measures.
  • There is evidence to show that the quality system functions well and is effective in the development of basic tasks. However, there are some differences between the units and competence areas in compliance with jointly agreed operating models. KAMK should ensure that the common operating models defined through the quality system are followed consistently across the entire organisation.
  • The Esports Business programme should be boldly internationalised and systematically directed to international markets. To support this goal, setting up an international steering group consisting of experts in the field is recommended.