Collegial participation in university governance
A Case Study of Institutional Change
Bibliographic Data
| ID | 4097299 |
|---|---|
| Authors | Luanna H Meyer (Victoria University of Wellington, corresponding author) |
| Year | 2007 |
| Volume | 32 |
| Issue | 2 |
| Pages | 225-235 |
| Publication date | 2007-04-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Studies in Higher Education (JOURNAL) |
| Journal identifiers | ISSN: 0307-5079 • E-ISSN: 1470-174X |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/03075070701267269 |
| OpenAlex | W2112247435 |
| Language | EN |
| Citations received | 4 |
| References cited | 18 |
New Zealand universities have undergone significant structural change accompanied by declining public funding and increasing demands for accountability in recent years. In 2000, one of the country’s largest universities redirected resources and funding in a ‘repositioning’ exercise that resulted in redundancies and other consequences affecting staff. Legal action led to an out‐of‐court settlement to review academic policy making, the first such review in the country. This case study of institutional change to constitutional structures and decision processes illustrates ongoing tensions between conventional academic processes of collegial participation in governance versus managerial approaches influenced by business sector models. Implementation of agreed change was slow, and accompanied by signs of persistent and deep divisions in philosophy regarding the purpose and nature of the university. Nevertheless, preliminary evidence suggests limited but successful outcomes that promise both shared academic governance as well as effective management. Relevant theory and research on collegial and academic decision making offer some validation for the longer timelines that occurred, as well as support for the value of problem‐solving alternative models of academic policy making in a modern university
Accountability · Corporate governance · Economics · Higher education · Management · Political science · Public relations · Sociology · Timeline · Evaluation of Teaching Practices · Higher Education Governance and Development · Higher Education Practises and Engagement · Law · Public Administration · Accounting
Academic identity and autonomy in a changing policy environment
Supporting academic staff
Administrative support for institutional effectiveness activities
Implementing an Institution-wide Learning and Teaching Strategy
Academic Staff Workloads and Job Satisfaction
Issues of University Governance and Management Giving Rise to Legal Liability
Trouble at Mill
| Unique citing works | 4 |
|---|---|
| Citations per year | 0,29 |
| Citation span | 2012 - 2020 (9) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 3 |