Does Vice-Chancellor power determine UK University efficiency performance
Bibliographic Data
| ID | 4096600 |
|---|---|
| Authors | Jeremy Eng-Tuck Cheah (0000-0003-2953-3815, Nottingham Trent University, corresponding author), Vangelis Tsiligkiris (0000-0002-5478-3464, Nottingham Trent University), T N Nguyen (0000-0002-2258-900X, Nottingham Trent University), Padmi Nagirikandalage (0000-0002-6411-3632, Nottingham Trent University) |
| Year | 2024 |
| Volume | 49 |
| Issue | 11 |
| Pages | 2262-2278 |
| Publication date | 2024-11-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Studies in Higher Education (JOURNAL) |
| Journal identifiers | ISSN: 0307-5079 • E-ISSN: 1470-174X |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/03075079.2023.2298810 |
| OpenAlex | W4390229634 |
| Language | EN |
| Citations received | 2 |
| References cited | 71 |
Despite recent evidence linking top management power with firm performance, our understanding about the interaction effect between power and personal characteristics of the top manager is still very limited. Building on and extending the Upper Echelons and Power literature, we address the empirical question: How, i.e. UK Vice- Chancellors’ (VC) power influences the efficiency of UK universities? We use panel data from 126 UK universities from 2016 to 2020 to test our hypotheses. Our findings demonstrate that VC power, and its constituents affect efficiency. VCs with more power tend to improve the efficiency of the universities they run respectively. Specifically, VC in receipt of higher compensation and honour medals tend to improve the efficiency of the university they run. In contrast, if they are Oxbridge graduate and have long tenure, the efficiency will decline. More importantly, the interaction results show that a high-power VC who is not from Asian or minority background is shown to improve efficiency but a high-power VC who is a female will drive up efficiency. Our analyses reveal that a VC’s power and the constituents to VC power play a crucial role in determining the efficiency level of the university. Furthermore, origin and gender of a VC will moderate the VC’s power in influencing the efficiency level
Business · Economic growth · Economics · Higher education · Receipt · Corporate Finance and Governance · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Psychology · Accounting
Everything for Sale? The Marketisation of UK Higher Education
Knowledge, Higher Education, and the New Managerialism
New Directions for Organization Theory
Sensitivity Analysis of Efficiency Scores
Dynamic Managerial Capabilities
Competition and Markets in Higher Education
Efficiency in education
Stewardship Theory or Agency Theory
Upper Echelons
Some Tests of Specification for Panel Data
Initial conditions and moment restrictions in dynamic panel data models
Paying the piper
The UK higher education senior management survey
People in this country have had enough of experts’
The neoliberal regime in English higher education
A Note on the Theme of Too Many Instruments
Globalisation, New Managerialism, Academic Capitalism and Entrepreneurialism in Universities
Student perceptions of themselves as ‘consumers’ of higher education
The Politics of Higher Education
Management as ideology
A Public Management for All Seasons
Global university president leadership characteristics and dynamics
Vice-Chancellor Pay and Performance
| Unique citing works | 2 |
|---|---|
| Citations per year | 2 |
| Citation span | 2025 - 2025 (1) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 2 |