Change and continuity in the academic profession: Finnish universities as living labs

Abstract

The academic profession is challenged by the changing environment. Global trends, such as managerialism and new public management, have been influencing all public organizations, including universities. The academic profession is dynamic by its nature; it reflects any changes in its environment. However, the academic profession is also characterized by continuity. In this study, we describe the current changes and continuities of the academic profession in Finland, as perceived by top and middle managers employed in Finnish Universities. We found out that logics and values by organizational professionalism are emphasized; however, occupational professionalism is also deeply rooted in the practices of Finnish universities. Additionally, we found out that changes are often associated with managerial values, such as control and evaluation, and in contrast, the continuities of academic work are commonly related to professorial authority and academic identity. These two aspects of the profession and organization are not opposite, they occur simultaneously; however, there are tensions between them. In this article, we would like to emphasize that change of the academic profession is a hybrid, there exists both, changes and continuities in the logics and values related to the profession and the organization.

“Teaching, my passion; publishing, my pain”: unpacking academics’ professional identity tensions through the lens of emotional resilience

“…Tensions occur when academics are pursuing to integrate distinct aspects of their work to be able to perform in a changing environment with varying expectations (Siekkinen et al 2020 ). Multiple and fluid identities (Shams 2019 ; van Winkel et al 2018 ), including academics as teachers, as researchers, and sometimes as administrators, tend to be fragmented and contested (Huang and Guo 2019 ).…”

“…In teaching-focused institutions in particular, academics face challenges to meet the demands and expectations as active researchers, in addition to their role as university teachers. Identity tensions arise due to misalignment between professional and performative identity demands (Dugas et al 2020 ; Siekkinen et al 2020 ). Although tensions are inherent in academics’ extended roles (van Winkel et al 2018 ), how academics negotiate their multiple and sometimes contradictory identities, cope with tensions, and (hopefully) achieve a more integrated professional identity has received insufficient attention in the literature (Shams 2019 ).…”

Challenging career models in higher education: the influence of internal career scripts and the rise of the “concertina” career

“…The literature on academic careers can be broadly categorised as demonstrating: & Broad-brush employment trends (fixed term, open-ended, part-time, casual) represented by large data sets collected via survey instruments (Baruch, 2013;Galaz-Fontes et al, 2016;Kwiek, 2019;Machado-Taylor et al, 2017;Siekkinen et al, 2019). & The responses of individuals, particularly early career staff, to less certain conditions and the increasing pressures of academic life (Archer, 2008;Gornall et al, 2014;Jones et al, 2020;Marini, 2019;McAlpine, 2010;McAlpine & Amundsen, 2018;Ortlieb & Weiss, 2018;Rosewell & Ashwin, 2019;Ylijoki and Henriksson, 2017;Ylijoki & Ursin, 2013;Yudkevich et al, 2015).…”

“…& Career typologies focusing on the individual, including the concept of the kaleidoscope career (Mainiero & Sullivan, 2006), suggesting that the individual has multiple considerations when making decisions about their career (Baruch, 2013;Sullivan & Baruch, 2009), which can involve "intersecting identities" (professional, personal and relational) (Pifer & Baker, 2016: 192). & The interaction between individuals and institutional structures, and the degree of agency that they are able to exercise, for example via "boundaried" and "boundaryless" approaches (Dany et al, 2011;Dowd & Kaplan, 2005;Glaser & Laudel, 2015;Kaulisch & Enders, 2005;Ortlieb & Weiss, 2018;Siekkinen et al, 2019;Whitchurch, 2018). It is apparent from this literature that whatever type of career framework academic staff work within, the way that individuals interact with institutional structures is a common theme that crosses national boundaries.…”

Recruitment Management for Members of Arabic Learning in Arabic Language Student Association

“…Research on recruitment management has been carried out by many researchers, such as Ahmad Azmy, discussing Recruitment Strategies to Hire the Best People for Organization 17 and Taru Skiekkinen, looking for Change and continuity in the academic profession: University of Finland as a living laboratory. 18 They discussed recruitment and organizational management strategies to produce the best people in the organization. The recommended recruitment strategy is good, but needs to be used for recruitment in the field of Arabic learning.…”