Governing Higher Education: Comparing National Perspectives

Amaral, Alberto; Jones, Glen A.; Karseth, Berit

doi:10.1007/978-94-015-9946-7_14

Cited by 78 publications

(75 citation statements)

References 7 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…"organized anarchies" Cohen et al 1972) and thus it was assumed that internal governance was mostly based on shared decision-making processes where central administration has limited leeway to steer the organizational activities. However, in the last decades there has been a movement towards reinforcing the position of rectorate and other governing bodies, limiting the power of the academic understructure, as well as the control of the State on organizational decisions (Amaral et al 2002); differences between national systems and individual organizations are however large (see Fumasoli 2008a for the Swiss case).…”

Section: Actors and Processes Of Strategy Makingmentioning

confidence: 99%

Patterns of strategies in Swiss higher education institutions

Fumasoli

Lepori

2010

High Educ

View full text Add to dashboard Cite

This paper contributes to the debate on strategic capability of academic organizations by presenting three case studies of Swiss Higher Education Institutions. Strategies are conceived as instruments by which universities manage their organizational processes and deal with their environments in order to select a portfolio of activities and find an appropriate position in the higher education system. Our findings show that strategies are at the same time a matter of intentions and actions: first, they relate to current HEI's position within the national Higher education system -and to relevant normative models -as well as to the degree of institutional autonomy. Second, even within participatory governance structures, organizational strategies appear to be initiated by the academic administrators, then substantially shaped and subscribed by academics at different stages. In this perspective, the dynamic relation of formal and informal processes holds diverse functions from making academics accept a strategy, to controlling and coordinating decentralized organizational structures.

show abstract

Section: Actors and Processes Of Strategy Makingmentioning

confidence: 99%

Patterns of strategies in Swiss higher education institutions

Fumasoli

Lepori

2010

High Educ

View full text Add to dashboard Cite

show abstract

“…Managerialism has therefore been introduced into the higher education landscape. Several pieces of research analyse changes in the internal governance of a university and the rise of managerialism (Amaral et al, 2002;Goedegebuure et al, 1994).This shift is mainly due to the new competitive environment faced by universities throughout the world, which has required them to publically demonstrate their efficiency and effectiveness (Amaral et al, 2002). Supporters of the management oriented governance concept argue that decisions made by individuals who can be responsible for any actions are a necessary precondition for autonomy and effective long-term resource allocation.…”

Section: Internal Governance Of a Universitymentioning

confidence: 99%

Revenue generation strategies in Sub-Saharan African universities

Gebreyes¹

View full text Add to dashboard Cite

“…3. University governance, performance measurement and IT solution Governance structures have changed from "democratic" and shared governance structures (in which staff and students are well-presented) towards a more managerial approach, with external stakeholders increasingly playing an important role [10]. In the knowledge society, involving the stakeholders in the university governance gives dynamism to the communication processes and allows the exchange of knowledge, adding value and finding innovative solutions to the universities' acute problems.…”

Section: University Governance Quality Assurance and Risk Managementmentioning

confidence: 99%