Multi-Level Governance in Universities (eBook)

Strategy, Structure, Control

Jetta Frost, Fabian Hattke, Markus Reihlen (Herausgeber)

eBook Download: PDF

2016 | 1st ed. 2016
XI, 256 Seiten
Springer International Publishing (Verlag)
978-3-319-32678-8 (ISBN)

Infos

Governing universities is a multi-level as well as a highly paradoxical endeavor. The featured studies in this book examine critically the multifaceted repercussions of changing governance logics and show how contradictory demands for scholarly peer control, market responsiveness, public policy control, and democratization create governance paradoxes. While a large body of academic literature has been focusing on the external governance of universities, this book shifts the focus on organizations' internal characteristics, thus contributing to a deeper understanding of the changing governance in universities.

 

The book follows exigent calls for getting back to the heart of organization theory when studying organizational change and turns attention to strategies, structures, and control mechanisms as distinctive but interrelated elements of organizational designs. We take a multi-level approach to explore how universities develop strategies in order to cope with changes in their institutional environment (macro level), how universities implement these strategies in their structures and processes (meso level), and how universities design mechanisms to control the behavior of their members (micro level).

 

As universities are highly complex knowledge-based organizations, their modus operandi, i.e. governing strategies, structures, and controls, needs to be responsive to the multiplicity of demands coming from both inside and outside the organization.

Inhalt

Contents 6
About the Authors 8
Multi-Level Governance in Universities: Strategy, Structure, Control 13
1 Research Context and Approach 13
2 Governance Logics: a Conceptual Framework 14
3 A Multi-level Approach to Governance in Universities 17
3.1 Macro Level of Strategies 18
3.2 Meso Level of Structures and Processes 19
3.3 Micro Level of Behavior Control 20
4 Outlook: Managing the Paradoxes of University Governance 21
References 23
Part I: Strategy 28
Institutional Change of European Higher Education: The Case of Post-War Germany 29
1 Introduction 29
2 Theoretical Orientation 30
2.1 Organizational Field of Higher Education: An Institutionalist Approach 30
2.2 Institutional Logics 31
2.3 Institutional Actors 32
2.4 Governance Systems 32
3 Institutional Change of the German Higher Education System 33
3.1 The Era of Professional Dominance 34
3.1.1 “Zero Hour” 34
3.1.2 Institutional Logic 34
3.1.3 Important Institutional Actors 35
3.1.4 Governance System 36
3.1.5 Precursors of Change 36
3.2 The Era of Federal Involvement and Democratization 37
3.2.1 Institutional Logic 37
3.2.2 New Actors 37
3.2.3 Governance System 39
3.2.4 Precursors of Change 39
3.3 The Era of Managed Education 41
3.3.1 The Global Context of Managed Education 41
3.3.2 Institutional Logic 42
3.3.3 New Actors 43
3.3.4 Governance System 45
4 Conclusion 48
References 50
Academic Entrepreneurialism and Changing Governance in Universities. Evidence from Empirical Studies 59
1 Introduction 59
2 Academic Entrepreneurialism and Risk Management 64
2.1 Academic Entrepreneurialism and Revenue Generation 64
2.2 Collegial, Bureaucratic, and Entrepreneurial Management Styles in Higher Education 65
2.3 The Crucial Role of Risk-Taking 67
3 Academic and Managerial Values 68
4 Academic Entrepreneurialism and Collegiality 69
4.1 Tensions: The Center and Base Academic Units 69
4.2 Academic Autonomy and Academic Collegiality 70
5 Academic Entrepreneurialism, Centralization, and Decentralization 72
5.1 Top-Slicing Procedures 72
5.2 Centralized, Decentralized, Overpersonalized 73
6 Academic Entrepreneurialism Spread Across Institutions and the Teaching/Research-Focus 77
7 Conclusions 78
References 80
Higher Education in the Knowledge Society: Miracle or Mirage? 85
1 Introduction 85
2 Some Basic Assumptions 86
3 The Misunderstood Economic Impact of Education 87
4 The Surrender of Universities? 89
4.1 The Inflated Politics of Higher Education 90
4.2 Students: The Weakest Link of the Chain? 91
4.3 Business Schools: A Critical Case 92
5 Governing Universities: From Authority to Anomie 94
6 What Is to Be Done? 97
References 99
Part II: Structure 102
Changing Professions? The Professionalization of Management in Universities 103
1 Introduction 103
2 Theoretical Frameworks 104
2.1 Institutional Changes and Conflict of Logics 104
2.2 Professions and Professionalization Within Universities 105
2.2.1 Professions at Universities 106
2.2.2 Professionalization of Management Within Universities 107
3 The Challenging Process of Professionalization 109
3.1 An In-Depth Case Study 109
3.2 Organization Facing the New Managerial Logic: Barriers of Professionalization 111
3.3 Professional Biographies and Professionalization 113
4 Discussion and Conclusion 118
References 120
From Voluntary Collective Action to Organized Collaboration? The Provision of Public Goods in Pluralistic Organizations 122
1 Introduction 122
2 Theoretical Background and Hypotheses 124
2.1 Social Dilemmas in Pluralistic Organizations: The Case of Higher Education 124
2.2 Enhancing University Performance Through Voluntary Collective Action and Organized Collaboration: Hypotheses Regarding Three Action Fields 126
3 Empirical Analysis 128
3.1 Data Sources and Measurements 128
3.2 Method 131
3.3 Results 132
4 Discussion 135
4.1 Proposition One: Performance Effects Vary Between Fields of Action, Not Within Them 135
4.2 Proposition Two: Voluntary Collective Action and Organized Collaboration Are Substitutes with Regard to Performance 141
5 Conclusion 142
5.1 Contribution 142
5.2 Limitations 142
References 143
Universities, Governance, and Business Schools 148
1 Introduction 148
2 What Is to Be Analyzed? 149
3 What Makes University Governance Difficult? 154
3.1 A History of the Western University 156
3.2 The Business School as a University Governance Challenge 159
3.3 What Do Business Schools Teach and Why? 162
4 Concluding Comments 170
References 173
Part III: Control 177
Professional and Organizational Commitment in Universities: from Judgmental to Developmental Performance Management 178
1 Introduction 178
2 New Public Management and Performance Management in Universities 179
3 Judgmental Performance Management and Scholars’ Commitment 181
3.1 Research Design: Method and Data 182
3.2 The Nature of Universities as Visible Colleges and Academic Communities as Invisible Colleges 182
3.3 Scholars’ Organizational and Professional Commitment 184
3.4 Judgmental Performance Management and Scholars’ Commitments 186
4 Aligning Professional and Organizational Commitment: Towards a Developmental Type of Performance Management 188
5 Conclusion 191
References 193
Current Developments at Higher Education Institutions and Interview-Based Recommendations to Foster Work Motivation and Work Performance 198
1 Introduction 198
2 Theoretical Background 200
2.1 Current Developments at Higher Education Institutions 200
2.2 Possibilities to Foster Work Motivation and Work Performance in Higher Education Institutions 202
3 Methodology 203
3.1 Data and Sample 203
3.2 Analyses 204
4 Results 205
4.1 Current Undesirable Developments at Higher Education Institutions 205
4.2 Recommendations for Action at Higher Education Institutions 206
5 Discussion 211
5.1 Theoretical and Practical Contributions 213
5.2 Limitations and Future Research 215
5.3 Conclusion 216
References 216
Is It Possible to Assess Progress in Science? 220
1 Introduction 220
2 Does Science Progress? 221
3 The Role of Invisible Colleges in the Process of Differentiation and the Creation of (Sub-)Disciplines as a Source of Scientific Progress 223
3.1 Invisible Colleges and Scientific Progress 223
3.2 How Invisible Colleges Institutionalize into Disciplines 225
3.3 Different Modes of Creating (Sub-)Disciplines 227
4 Prerequisites for the Success of Invisible Colleges in Trying to Establish New (Sub-)Disciplines 229
5 Conclusion 231
References 232
Part IV: Outlook 237
When Professional and Organizational Logics Collide: Balancing Invisible and Visible Colleges in Institutional Complexity 238
1 Introduction 238
2 Institutional Logics and Modes of Control in Invisible and Visible Colleges 240
3 Balancing Invisible and Visible Colleges in Institutional Complexity 243
3.1 Tensions Between Invisible and Visible Colleges 243
3.1.1 Innovation Dilemmas 243
3.1.2 Actorhood Struggles 246
3.1.3 Identity Conflicts 248
3.2 Balancing Tensions from Institutional Complexity 249
3.2.1 Balancing Innovation Dilemmas Through Ambidexterity 250
3.2.2 Balancing Actorhood Struggles Through Hybridization 251
3.2.3 Balancing Identity Conflicts Through Identity Work 252
4 Conclusion 253
References 254

Produkt-Details

• Erscheint lt. Verlag: 3.6.2016
• Reihe/Serie: Higher Education Dynamics
• Reihe/Serie: Higher Education Dynamics
• Zusatzinfo: XI, 256 p. 8 illus.
• Verlagsort: Cham
• Sprache: englisch
• Themenwelt: Geisteswissenschaften
• Themenwelt: Sozialwissenschaften ► Pädagogik ► Bildungstheorie
• Schlagworte: behavioral control in universities • new university archetype • organizational strategies in university settings • paradoxical governance challenges • scientific communities and university governance • strategies of universities in higher education governance • university governance reassesment • university structures and processes
• ISBN-10: 3-319-32678-3 / 3319326783
• ISBN-13: 978-3-319-32678-8 / 9783319326788