Similar to other European countries, the introduction of non-academic, especially managerial, criteria in higher education has shaped and altered Austrian universities since over a decade. This paper presents the results of a frame analysis of Austrian higher education debates from 1993 until 2010. It outlines how reforms in higher education were prepared and enhanced by a new policy discourse, with a special focus on the way gender equality is framed in reform debates. Our article describes three core frames: 'from local to global', 'from ivory tower to business' and 'from civil servant to excellence'. We cluster these three frames around imaginations of space that are embedded in the normative foundations of academia, and discuss how this links up with arguments for gender equality. We furthermore propose to analytically separate two conceptions of the university: the 'entrepreneurial' and the 'managerial' university.
The concept of co-optation offers vocabulary to discuss how concerns and demands of feminist movements are transformed on their way to, and within, mainstream organizations and policymaking. However, applications of this concept can have problematic implications, failing to grasp the complexity of social change efforts and contributing to divisions, rather than alliances, between different groups that work and fight for gender equality. This article argues that conceptual tools from organizational institutionalism can help to avoid these pitfalls by capturing the ambivalence of organizational change initiatives, and allowing us to identify not only counterintentional effects, but also subtle and unexpected opportunities of organizational gender equality work. I illustrate my arguments with empirical examples from research on gender equality work in Austrian universities.
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