On Striking The Right Notes: Shifts In Governance And The Organisational Transformation Of Universities

Enders, Jürgen; Boer, Harry F. de; Leišytė, Liudvika

doi:10.1007/978-1-4020-8994-7_9

Cited by 30 publications

(7 citation statements)

References 23 publications

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“…Another, the increasing use of financial incentives, either directly through, as mentioned, the money following the students or research, but also through pressuring the universities to look elsewhere for research money. This makes the universities more vulnerable both towards alternative public sources and more private research money (Enders et al 2008). There is also an increasing pressure towards the universities related to another main group of stakeholders, the students, which is demanding more resources.…”

Section: Analyzing University Reformmentioning

confidence: 99%

University governance reforms: potential problems of more autonomy?

Christensen

2010

High Educ

171

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University governance reforms are very much a reflection of the broader New Public Management reforms that are focusing on increasing efficiency in public organizations. The article deals with how university reform ideas of a generic nature, emphasizing that universities should be treated and reformed like any other public organizations, are important and reflected in specific reform measures. The special empirical focus is on that universities through reforms are changing their formal affiliation to superior ministries in a more autonomous direction, implicating more autonomy in financial, management and decision-making matters. One the other hand, universities are also through reforms more exposed to more report, scrutiny and control systems, financial incentive systems, pressure to get resources from other sources than the government, cut-back management, etc. So a main question in the analysis is whether universities, as traditionally having quite a lot of real autonomy, through the reforms in fact are getting less autonomy, not more, like the reforms entrepreneurs often are promising. The analysis is based on a transformational approach from organization theory, representing a combination of structural, cultural and environmental factors of explanation for reforms processes and their effects. Empirically the article is based on the author's own empirical studies of university reform and reviews of comparative studies.

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Section: Analyzing University Reformmentioning

confidence: 99%

University governance reforms: potential problems of more autonomy?

Christensen

2010

High Educ

171

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“…The influence of managerialism in recent decades has led to a tendency for universities to move from being academic communities to managed organisations (Harley et al , 2003). This shift has led to changes in their traditional management and governance model, from a bureau‐professional model (Carvalho and Santiago, 2010; Enders et al , 2008) to more business‐like organisational structures. In this context, collegial bodies have been substituted with a board of trustees plus strong participation from stakeholders; and a greater concentration of power in leadership positions in a top‐down structure (Middlehurst, 2004).…”

Section: Resultsmentioning

confidence: 99%

Top university managers and affirmative action

Carvalho

White

Machado‐Taylor³

2013

Equal Div and Incl: An Int J

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The purpose of this paper is to analyse if the existence of equal opportunity legislative frameworks and affirmative action programs make any difference to the way senior managers perceive the role of top university managers in influencing women's position in their institutions. A comparative study was therefore undertaken between a country with traditions in implementing AA in universities-Australia-and another which has no tradition in this domain-Portugal. A qualitative methodology was chosen to collect and analyse data. A total of 44 interviews with male and female university senior managers-21 in Australia and 23 in Portugal-were conducted by the principal researcher in each country. When describing the role of top managers, gender equality was not often mentioned, suggesting that it may not be a topic on the current institutional political agenda either in Australia or in Portugal. When specifically asked about gender, respondents considered that Rectors and VCs in the two countries took opposite positions with Australian VCs being more aware of their role in improving gender equality. The study therefore concluded that the existence of equal opportunities frameworks and AA policies may have an influence in increasing top managers' awareness of their roles in improving women's representation in management teams.

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“…Sixth, it has become normal for the boards and councils of the universities to include external representatives, thus diminishing the representation and influence of internal representatives (Enders et al, 2008). There have been few comparative systematic studies of this representation, but the majority of the representatives seem to come from the business community as well as from other higher education institutions, cultural institutions and the media.…”

Section: How Do the Japanese University Reforms Compare Internationally?mentioning

confidence: 98%

Japanese University Reform — Hybridity in Governance and Management

Christensen

2011

High Educ Policy

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On Striking The Right Notes: Shifts In Governance And The Organisational Transformation Of Universities

Cited by 30 publications

References 23 publications

University governance reforms: potential problems of more autonomy?

University governance reforms: potential problems of more autonomy?

Top university managers and affirmative action

Japanese University Reform — Hybridity in Governance and Management

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