Interdependency management in universities
A Case Study
Dados Bibliográficos
| ID | 5083980 |
|---|---|
| Autores | D Braun (0000-0003-0974-747X, University of Lausanne, autor correspondente), Martin Benninghoff (University of Lausanne), Raphaël Ramuz (University of Lausanne), Adriana Gorga (University of Lausanne) |
| Ano | 2015 |
| Volume | 40 |
| Fascículo | 10 |
| Páginas | 1829-1843 |
| Data de publicação | 2015-11-26 |
| Peer Reviewed | Sim |
| Open Access | Não |
| Tipo | ARTICLE |
| Periódico | Studies in Higher Education (JOURNAL) |
| Identificadores do periódico | ISSN: 0307-5079 • E-ISSN: 1470-174X |
| Editora | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/03075079.2014.914913 |
| OpenAlex | W2047844447 |
| Idioma | EN |
| Citações recebidas | 9 |
| Referências citadas | 17 |
There remains uncertainty in scientific discussions regarding the governance of universities in new public management regimes in terms of who actually ‘rules’ in the university. Apparently, a strengthened management leadership is confronted with continuing elements of academic self-regulation and professional autonomy in knowledge production and diffusion. Organisational and academic rationales coexist in today's management of universities. This article endeavours to clarify some of the ambiguities pertaining to the coexistence of two authorities by demonstrating the working of ‘interdependency management’ that is taking place within universities. For this purpose, the authors have scrutinised research, teaching and recruitment policies in one Swiss university that is subject to such ambiguities. The study confirms existing research in that a command-and-control system is not applied. Policymaking in universities is instead based on a mix of negotiations in faculties that are taking place in the ‘shadow of hierarchy’, negotiated bargaining between faculties and leaders and occasional unilateral decisions of leaders. This mitigates latent conflicts between management and the academic community: strategic orientations of the university are generally accepted by the academic community while the academic community has influence on policy formulation and maintains defining powers over policy substance
Academic freedom · Autonomy · Bureaucracy · Corporate governance · Economics · Hierarchy · Higher education · Interdependence · Management · Negotiation · Political science · Public relations · Sociology · Doctoral Education Challenges and Solutions · Higher Education Governance and Development · Law · Management and Organizational Studies · Psychology · Public Administration
Governance Structures and Their Developments
Implementing the global model of the research university in a national context
Managerial practices in the student experience in England and Chile
A kaleidoscope of internationalisation in European higher education
Reaching for different ends through tenure track—institutional logics in university career systems
Changes in the University Research Approach
Implicit resilience theories
Faculty perspectives on the changing research and teaching career tracks of academics at private universities in Kazakhstan
Kritische Masse, Wettbewerb oder Legitimität
Knowledge, Higher Education, and the New Managerialism
Academic identity and autonomy in a changing policy environment
On the Way towards New Public Management? The Governance of University Systems in England, the Netherlands, Austria, and Germany
Governance im modernen Staat
University Dynamics and European Integration
Effective leadership in higher education
A Memo from Machiavelli
New managerialism' and higher education
Distributed leadership
Distributed leadership
| Obras citantes distintas | 9 |
|---|---|
| Citações por ano | 1,13 |
| Intervalo de citações | 2018 - 2026 (9) |
| Velocidade de citação | current |
| Altamente citado | Não |
| Tipos de citação | Neutras: 9 |