Governing Higher Education: National Perspectives on Institutional GovernanceAlberto Amaral, Glen Jones, B. Karseth Over the last decades higher education has gone through an unprecedented growth period, and as a result the average university or college has now more students and a larger output than ever before. At the same time, the socio-economic and political demands with respect to higher education have grown dramatically. These developments have taken place without a proportional increase of the budgets and facilities of the higher education institutions. This has created an imbalance between the expectations with respect to higher education and the institutional capacities in the sector. One of the underlying trends is that the traditional pact between higher education and society has become problematic. Society no longer accepts the rather special and protected position that universities have had for a very long time in our societies. The knowledge-based social and cultural missions of higher education institutions are no longer taken for granted as the main legitimacy bases for public investments in higher education. Universities and colleges are at present expected to function efficiently, to contribute to sustainable economic growth at various levels, and to add to national and even supranational trade balances. On top of this they have to prove that they maintain a high level of quality in their primary activities, i. e. teaching, research and services, while adapting and responding to the expectations expressed so vehemently in their environments, and to a decreasing per capita funding basis. |
Contents
The Emergent Role of External Stakeholders in European Higher | 1 |
ALBERTO AMARAL is professor at the University of Porto and director of CIPES | 13 |
BERIT KARSETH is an associate professor at the Institute for Educational | 18 |
Organisational Strategies and Governance Structures in Dutch | 23 |
Trust the Essence of Governance? | 42 |
The Recent Evolution of French Universities | 63 |
The Impact of Changes | 86 |
The Governing | 99 |
INGVILD MARHEIM LARSEN is a senior researcher at the Norwegian Institute | 119 |
Interdepartmental Functional Integration | 141 |
New Managerialism Professional Power and Organisational | 163 |
Change | 186 |
On the Road to Mediocrity? Governance and Management | 235 |
Aligning Internal | 261 |
Comparing National Perspectives | 279 |
Other editions - View all
Governing Higher Education: National Perspectives on Institutional Governance Alberto Amaral,Glen Jones,B Karseth No preview available - 2014 |
Governing Higher Education: National Perspectives on Institutional Governance Alberto Amaral,Glen Jones,B. Karseth No preview available - 2010 |
Common terms and phrases
academic senate academic staff activities actors administrative advisory analysis appointed associated Australian authority bicameral board members Boer budget Burns and Stalker Canadian universities central centralisation changes charter college board committees created cultural curriculum deans decentralisation decision-making decisions department heads departmental council Devos education in Norway efficiency elected environment Executive Board external members external stakeholders focuses formal French universities funding governance arrangements governing board governing bodies higher education institutions higher education system ideology implementation important increased influence institutional autonomy institutional governance interdepartmental functional integration interests internal issues Karseth Maassen managerialism Ministry monitoring Musselin nursing education OECD Open University organisational participation perspective policy networks political polytechnics position practice president professional public sector Quasi-Markets Raad van reform regulation relationship representatives responsibility role social steering strategies theory traditional trust United Kingdom units universities and colleges University Council university's