Governance and Management at Universities

Abstract

Universities have been characterised by a strong culture, a specific and often well-defined identity, and an internationally accepted status system. They have, since they were established, based their governance on strong socialisation and on the intrinsic motivation of their members as well as internal control mechanisms. Universities as institutions of research and education have become a top priority on the policy agenda in most countries. It is widely accepted that top research and education is not only a key lever for improving economic growth and prosperity, but it is also important for universities in order to attract funding, good students, first-rate faculty etc. However, governments seem to be rather skeptical when it comes to the ability of universities to fulfill such goals - if left alone with their century long governing principles. Governments interfere in many different ways concerning university governance, funding, incentives and performance. However, very little systematic knowledge lies behind the many university reforms in Europe and across the world. Many reforms rest on the ideas and tools of the New Public Management (NPM) movement such as a strengthening of professional leadership, decentralisation, strategic management, competition among units, incentive-based wage systems, performance indicators and performance-based budgeting. The extent to which such tools actually lead to the desired results when they are implanted at knowledge creating institutions such as universities is, however, highly debated. Research on these issues is sporadic and in no way conclusive (Butler, 2010). This panel invites papers dealing with the changing structures and management systems at universities; how these changes influence decision making; the consequences of performance indicators on motivation among academics at universities, and leadership at universities.

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