Tension between the corporate and collegial cultures of Australian public universities: The current status

Christopher, Joseph

doi:10.1016/j.cpa.2012.06.001

Cited by 40 publications

(44 citation statements)

References 46 publications

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“…). However, the implementation of corporate risk management was undertaken in an environment in which the universities were also influenced by other management cultures such as public‐sector and collegial managerialism (Barnett ; Christopher ; Churchman ). Public‐sector managerialism is characterised as focusing on input‐driven and process‐driven information, as well as a centralised decision‐making management structure (Bogt ; Bogt and Scapens ).…”

Section: Context Of the Study And Concept Of Corporate Risk Managementmentioning

confidence: 99%

Diffusion of Corporate Risk‐Management Characteristics: Perspectives of Chief Audit Executives through a Survey Approach

Christopher

Sarens

2017

Aust J Public Adm

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This study examines how corporate risk-management characteristics in Australian public universities have diffused under an environment of conflicting management cultures. The findings reveal that corporate risk-management characteristics have diffused in a pluralist form to satisfy stakeholders of different management approaches across its governance levels as opposed to a unilateral form aligned to the corporate approach. The accepted practice of this adapted version challenges the existing notion that the adoption of corporate control processes in the public sector is problematic, and provides insights into the emergence of a hybrid control process to address the needs of multiple stakeholders. These findings have policy implications for defining a new hybrid governance-control paradigm for the public sector as an alternative to the corporate-influenced control paradigm, and provide avenues for further research to confirm the phenomenon with other corporate control processes, public-sector entities, and if so its impact on effective governance.

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Section: Context Of the Study And Concept Of Corporate Risk Managementmentioning

confidence: 99%

Diffusion of Corporate Risk‐Management Characteristics: Perspectives of Chief Audit Executives through a Survey Approach

Christopher

Sarens

2017

Aust J Public Adm

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“…However, organizational culture is always in the process of formation and change (Schein, 1984). For instance, in recent years, the collegial character of HE organizational culture has been challenged by the rise of a more managerial culture in many universities (Christopher, 2012;Keenoy & Reed, 2008).…”

Section: Knowledge Attributes and Knowledge Sharing In Strategic Allimentioning

confidence: 99%

Knowledge sharing in China–UK higher education alliances

Roberts

Yan

et al. 2014

International Business Review

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Knowledge sharing through cross-border strategic alliances has been seen by firms as one of the critical strategies to pursue sustainable competitive advantage. However, empirical investigations on how knowledge sharing occurs in strategic alliances are limited and are rarely concerned with strategic alliances in the higher education industry. Based on an empirical investigation of China-UK educational alliances, this research sheds light on this under explored area. Findings reveal that the scale of academic and organizational knowledge sharing is affected by knowledge attributes and partner characteristics. While knowledge sharing in China-UK higher education alliances displays numerous similarities with that occurring in other industries, this study reveals features that are distinct to this important and increasingly international sector. In so doing, this paper offers valuable insights for managers and policy makers concerned with the internationalisation of higher education.

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“…These include credibility issues on methods used to determine key performance indicators in universities (Christensen, 2004) and their unintended negative consequences on workloads, promotions, reputations, and academic freedom (Parker, ; and Singh, ). These unintended consequences include lowering course and grading standards (Singh, ); ‘soft leaking’ of examination questions to raise passing rates (Saravanamuthu, ); and ignoring the immeasurable processes of student learning (Christopher, ). Singh () argues that this scenario reduces the student–teacher relationship to a customer–producer relationship, thus ignoring the traditional academic values of students and teachers.…”

Section: Resultsmentioning

confidence: 99%

“…In identifying the characteristics, the study also critically reflects on and discusses the problems that the adoption of corporate business systems and processes might pose, which is undoubtedly a reason for the tensions. Some of these reasons may well challenge the appropriateness of the corporate culture for a university environment (Christopher, and ; and Tremblay, ).…”

Section: Introductionmentioning

confidence: 99%

Tensions Arising from Imposing NPM in Australian Public Universities: A Management Perspective

Christopher

Leung

2015

Financ Acc Manag

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This study seeks to identify the characteristics causing tensions in the move towards a corporate culture in Australian public universities. The findings reveal ongoing structural, competency and behavioral issues contributing to the tensions. Two theoretical propositions have emerged regarding the status of the change process. First, the change to a corporate culture is slow but continuing. Second, universities have accepted that public sector, collegial and corporate cultures have to co‐exist, thus adopting an adapted version of new public management (NPM). These findings provide avenues for further research to confirm both the characteristics and theoretical propositions.

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Tension between the corporate and collegial cultures of Australian public universities: The current status

Cited by 40 publications

References 46 publications

Diffusion of Corporate Risk‐Management Characteristics: Perspectives of Chief Audit Executives through a Survey Approach

Diffusion of Corporate Risk‐Management Characteristics: Perspectives of Chief Audit Executives through a Survey Approach

Knowledge sharing in China–UK higher education alliances

Tensions Arising from Imposing NPM in Australian Public Universities: A Management Perspective

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