Culture clash or ties that bind? What Australian academics think of professional staff
Bibliographic Data
| ID | 4545876 |
|---|---|
| Authors | Stephen Gray (0000-0002-9376-4143, ARC Centre of Excellence for Climate System Science, corresponding author) |
| Year | 2015 |
| Volume | 37 |
| Issue | 5 |
| Pages | 545-557 |
| Publication date | 2015-09-03 |
| 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.2015.1079397 |
| OpenAlex | W1957220686 |
| Language | EN |
| Citations received | 17 |
| References cited | 25 |
This paper uses a framework analysis to explore the opinions a cohort of Australian academic staff hold towards professional staff. Five indicative themes were identified from the extant literature on university professional staff: the professional other; managerialism; an expensive bureaucracy; complementary agendas; and the third space and beyond. These five themes formed the basis of an online survey and semi-structured interviews that gathered data on academics’ opinions towards professional staff at both the local, departmental level and of those in central, divisional units. The interview and survey results revealed that the academics involved in this project held departmental professional staff in high esteem but that there was ambivalence directed to those in central units. The second part of this paper uses Sharrock’s Four Agendas model to consider ways in which institutional leaders can capitalise on the existing strengths in the academic-professional working relationship towards fulfilling their strategic goals in a rapidly changing environment
Ambivalence · Bureaucracy · Extant taxon · Managerialism · Pedagogy · Political science · Politics · Professional association · Professional development · Professional studies · Public relations · Sociology · Higher Education and Employability · Higher Education Governance and Development · Higher Education Practises and Engagement · Psychology · Social Psychology
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‘Almost but Not Quite’
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‘Living at work’
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Invisible forces
How do professional staff influence academic knowledge development? A literature review and research agenda
Circling the divide
Historical role preparedness
Advancing academic freedom and collegiality
Imagining a future
Perspectives of Australian higher education leadership
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A critical exploration of collaborative and distributed leadership in higher education
A quantitative study on organisational commitment and communication satisfaction of professional staff at a master's institution in the United States
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The Fall of the Faculty
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Using the framework method for the analysis of qualitative data in multi-disciplinary health research
Qualitative data analysis for applied policy research
What's in a Name? Issues for Atem and Administrators
Them and Us' - General and Non-General Staff in Higher Education
General Staff Experiences in the Corporate University
Professional staff carve out a new space
The rise of 'professional staff' and demise of the 'non-academic
The invisible workers
Two Hippocratic oaths for higher education
Academic manager or managed academic? Academic identity schisms in higher education
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Academics and Professional Administrators in Australian Universities
| Unique citing works | 17 |
|---|---|
| Citations per year | 1,7 |
| Citation span | 2016 - 2026 (11) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 17 |