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The university as an organization is changing, incorporating elements of private sector management in an academic setting. In these transforming universities middle management has changed as well. In this contribution changes in the role and position of the academic deanship are analysed in more detail. On the basis of a literature review, a description of the deanship is provided, including the main challenges this position entails. It is argued that the deanship has become more demanding, more senior, more strategic, more complex and more managerial in nature, though within the overall context of academe. We illustrate both the complexity and changing nature of the deanship by drawing on two empirical studies. Since research on middle management in universities is still rather thin, more research is welcome. Therefore we conclude with some suggestions for further research to enhance our understanding of what we see as a key management position within today's universities.

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The Advocacy Coalition Framework (ACF), developed by Sabatier and Jenkins-Smith in the late 1980s, has proven to be a valuable theory to explain policy change. At the same time, however, researchers have identified limitations in the ACF relating to various dimensions such as definitions of key variables, their operationalization, and the universal applicability of the framework to any context, be it Europe, the US, or countries outside the OECD. The key question addressed in this article is whether the ACF, like most other established public policy theories or frameworks developed in a western industrialized context, can be applied to very young (sub)systems in volatile contexts. We try to answer this question by applying the ACF to the development of the Mozambican higher education subsystem, a subsystem that fits the conditions of volatility and nascence. On the one hand this subsystem is characterized by a turbulent environment and a weak democracy. On the other hand, the higher education subsystem is built practically from scratch. The findings of the study suggest that the ACF is built on basic assumptions that do not apply to a country with a high degree of civil and political turbulence. Some revisions need to be made to improve the ACF's fit to such a context.

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