Managerialism in UK Universities: Unstable Hybridity and the Complications of Implementation

Changing Patterns in the Middle Management of Higher Education Institutions: The Case of Portugal

“…The hybrid university blends traditional objectives with modern market-steering, and according to Mouwen will become the dominant university model for the 21st century. While scholars such a Mouwen consider that traditional academic and modern market cultures can be successfully fused, others are less sanguine about how effectively market forces and the public good aspects of higher education can be balanced (Reed 2002;Currie et al 2003;Fulton 2003;Gumport 2003).…”

“…But there is growing evidence to suggest that the progress from the 'collegial' to the 'managerial' in higher education is not as linear as often assumed, nor has it proceeded in the absence of a good deal of contestation from academic staff. Fulton's (2003) study of 'manager-academics' in the UK emphasised their continued commitment to teaching and research despite all of the organisational changes that has occurred within UK higher education over the last two decades. De Boer and Goedegebuure (1995) report similar findings, while also observing that decision-making models within European universities vary considerably from country to country.…”

Towards A Sociology Of Academic Work

“…Some of them, led by Michael Reed, Oliver Fulton and Rosemary Deem, more specifically looked at the transformation of management and leadership in British universities (for instance, Deem 2001;Fulton 2002Fulton , 2003Reed 2002;Reed and Deem 2002), while Mary Henkel focused on the academic work and identities (Henkel 1999(Henkel , 2000. After having described the methodological standpoint adopted by these studies and its implication, their results will be interpreted in the light of four fundamental issues in the sociology of work.…”

Struggling to balance various stakeholders’ perceptions: the work life of ideo-political education teachers in China

“…Instead, senior teachers, by using both of Webb's types of language in different contexts, could practice a form of bilingualism. Fulton's research (Fulton 2003) found that academics displayed an ability to switch between the two groups, altering between identification with managerial imperatives and a more skeptical position of identification with traditional academic values. In the UK, a case study at a newly established university uncovered a wide variety of faculty responses to top-down change.…”