Can lean management change the managerial culture in higher education

Dados Bibliográficos

ID4864784
AutoresMichele Cano (0000-0002-4373-9257, University of the West of Scotland, autor correspondente), Rowena Murray (0000-0002-3209-9290, University of the West of Scotland), Athanassios Kourouklis (0000-0001-7032-2361, University of the West of Scotland)
Ano2022
Volume47
Fascículo4
Páginas915-927
Data de publicação2022-04-03
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoStudies in Higher Education (JOURNAL)
Identificadores do periódicoISSN: 0307-5079 • E-ISSN: 1470-174X
EditoraInforma UK Limited (PUBLISHER • GB)
DOI10.1080/03075079.2020.1817892
OpenAlexW3083919363
IdiomaEN
Citações recebidas5
Referências citadas51

Problems associated with managerialism are well established in Higher Education. Driven by pressures of funding cuts, league tables and the associated competitive environment, Higher Education followed other public sector bodies in adopting Lean Management principles. While there is scepticism about Lean Management because it is seen as an instrument of managerialism, it is a philosophy that can resolve issues created by the managerialism movement. It offers ways of working with reduced resources without increasing pressure on staff. This paper proposes a Lean Management framework for Higher Education that focusses on creating value for stakeholders rather than cost-cutting. This framework was developed through a grounded theory approach, examining key features, successes and lessons learned from established programmes. This study shows that the framework could benefit universities and resolve some of the problems associated with managerialism

Economic growth · Economics · Higher education · Managerialism · Political science · Public relations · Skepticism · Sociology · Higher Education and Employability · Higher Education Governance and Development · Management and Organizational Studies