Four management agendas for Australian universities
Bibliographic Data
| ID | 4545429 |
|---|---|
| Authors | Geoff Sharrock (0000-0002-6816-8016, Martin College, corresponding author) |
| Year | 2012 |
| Volume | 34 |
| Issue | 3 |
| Pages | 323-337 |
| Publication date | 2012-06-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Higher Education Policy and Management (JOURNAL) |
| Journal identifiers | ISSN: 1360-080X • E-ISSN: 1469-9508 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/1360080x.2012.678728 |
| OpenAlex | W2015087662 |
| Language | EN |
| Citations received | 16 |
| References cited | 5 |
In a new mixed economy of higher learning, Australian universities require more strategic management to compete and collaborate sustainably. However, many scholars argue that new modes of university management are at odds with scholarly aims and values. This article examines how Australian universities frame their missions and communicate their strategies, and the contradictory space that university managers occupy. A framework for defining elements of strategic management and practical approaches to managing in a university context is proposed
Business · Context (archaeology · Economics · Frame (networking · Higher education · Management · Odds · Political science · Public relations · Sociology · Strategic management · Strategic planning · Sustainability · Computer Science · Engineering · Higher Education and Employability · Higher Education Governance and Development · Management and Organizational Studies · Public Administration · Marketing
Redefining stakeholder mapping for higher education institutions
The financial impact of policy reform on the Australian university sector 1988–2019
Strategic ambitions of external RDI funding in Finnish universities of applied sciences
Communicating spending cuts
IT strategy and decision-making
Aligning IT and business strategy
Through a Glass Darkly
The role of student and customer social identification on university students’ learning approaches and psychological well-being
Learning to lead
Shared leadership in higher education
University dean personal characteristics and use of management control systems and performance measures
Bringing the budget back into academic work allocation models
Culture clash or ties that bind? What Australian academics think of professional staff
Imagining a future
Effective strategic planning in Australian universities
A critical exploration of collaborative and distributed leadership in higher education
| Unique citing works | 16 |
|---|---|
| Citations per year | 1,33 |
| Citation span | 2014 - 2026 (13) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 16 |