Governance Shifts in Higher Education: A Cross-National Comparison

Lazzeretti, Luciana; Tavoletti, Ernesto

doi:10.2304/eerj.2006.5.1.18

Cited by 55 publications

(36 citation statements)

References 14 publications

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“…The Italian experience mirrors what has recently been witnessed in other nations, and especially in mainland Europe (Braun and Merrien 1999;Amaral et al 2002;Gornitzka et al 2005;Lazzaretti and Tavoletti 2006;Maassen 2006), where governments have decided to improve the quality of the universities' performance by abandoning the traditional ''command and control'' approach, and promoting university autonomy, while at the same time adopting a policy approach based on the need for improved accountability and responsiveness, and on a performance-linked system of funding. The greatest obstacle to this kind of strategy, both in Italy and elsewhere, has been, and continues to be, institutional governance; that is, the way universities are governed, and the methods they employ to make and implement their own decisions.…”

Section: Introductionsupporting

confidence: 76%

Looking for serendipity: the problematical reform of government within Italy’s Universities

Capano

2007

High Educ

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The paper provides a descriptive account of recent changes in Italian higher education policy, focusing in particular on the impact that recent reforms have had on the internal governance of the nation's universities. The paper shows how the government's policy of reform (which is currently moving away from the traditional ''command and control'' approach to a ''steering from a distance'' policy) risks being either ineffective or attaining its goals too slowly due to the persistence of deeply rooted, previous institutional governance practices. The greater autonomy currently enjoyed by universities is managed in a corporatistic-oligarchic decision-making style, which leads to sluggish distributive outputs and institutional adaptation to external changes. The paper provides empirical evidence of this institutional inconsistency. In an attempt to deal with this problem, there have been discussions and debate in recent years about re-designing the institutional arrangement of universities, even though it is unlikely that any coherent decisions will be taken on this matter, due to the intractability of the problem resulting from a series of political, cultural and social factors.

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Section: Introductionsupporting

confidence: 76%

Looking for serendipity: the problematical reform of government within Italy’s Universities

Capano

2007

High Educ

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“…Thus, the prevailing view was one of how this event and the disciplinary action that followed would appear to the University leadership, with a corporate environment model being the reference point. In this respect, faculty and departments are expected to perform in terms of results (Lazzeretti & Tavoletti, 2006) with a drive to retain students, as customers, superseding the support afforded to a faculty member in taking action against students and their practices that erode academic values (Ryan & Guthrie, 2009). …”

Section: Insightsmentioning

confidence: 99%

Faculty reluctance to report student plagiarism: A case study

Thomas

2017

AJOBE

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Internationally, student plagiarism is on the rise despite measures introduced by universities to detect its occurrence and to institute actions to prevent and address this practice. One of the reasons that may contribute to this problem is the reluctance of faculty to report student plagiarism. Through the medium of a disguised South African case study, this paper advances reasons to explain this oversight. Such reasons include psychological discomfort, opportunity costs, lack of procedural clarity, administrative bureaucracy and a prevailing culture of managerialism. Recommendations are furnished to faculty alerting them to practices of which they must be aware when intending to report student plagiarism. Recommendations are also proposed to university leaders and administrators with regard to leadership support for those who report student plagiarism, the development of clear policies and procedures, the reduction of bureaucratic red tape, support to students whose first language is not English and reflection on the institutional moral context within which students study.

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“…The so-called market-model of higher education, which is considered typical for the North American tradition (Lazzeretti and Tavoletti 2006), was introduced in Europe in the late nineties. In the US, the creation and financial funding of universities was done through external stakeholders, the local community and its representatives.…”

Section: Universities In Changementioning

confidence: 99%

Managerialism, Organizational Commitment, and Quality of Job Performances among European University Employees

et al. 2009

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To achieve efficient and effective quality improvement, European universities have gradually adopted organizational strategies, structures, technologies, management instruments, and values that are commonly found in the private business sector. Whereas some studies have shown that such managerialism is beneficial to the quality of job performances of university employees, others have argued that managerialism is largely counterproductive and that it results in lower performances. The latter situation is called a 'managerialism contradiction'. This paper tests two lines of reasoning underlying a potential contradiction governing the relationship between managerialism and job performances, while using university employee survey data from six European countries (Belgium, Finland, Germany, Netherlands, Sweden, UK). The results tend to support the assumption that managerialism, in these six countries at least, has a positive effect, albeit a modest one, on the quality of performances. The most important conclusion is therefore that there is no managerialism contradiction at work in European universities.

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Governance Shifts in Higher Education: A Cross-National Comparison

Cited by 55 publications

References 14 publications

Looking for serendipity: the problematical reform of government within Italy’s Universities

Looking for serendipity: the problematical reform of government within Italy’s Universities

Faculty reluctance to report student plagiarism: A case study

Managerialism, Organizational Commitment, and Quality of Job Performances among European University Employees

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