Interdependency Management in Universities: A Case Study

Autor/inn/en	Braun, Dietmar; Benninghoff, Martin; Ramuz, Raphaël; Gorga, Adriana
Titel	Interdependency Management in Universities: A Case Study
Quelle	In: Studies in Higher Education, 40 (2015) 10, S.1829-1843 (15 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0307-5079
DOI	10.1080/03075079.2014.914913
Schlagwörter	Foreign Countries; College Administration; Universities; Case Studies; Governance; Ambiguity (Context); College Faculty; Administrators; Teacher Administrator Relationship; Conflict; Leadership; Educational Policy; Teacher Recruitment; Research; Policy Formation; Switzerland + Suchen Sie Ihr Suchwort? Ausland; College administrators; Hochschulverwaltung; University; Universität; Case study; Fallstudie; Case Study; Education; Educational policy; Financing; Steuerung; Bildung; Erziehung; Bildungspolitik; Finanzierung; Fakultät; Konflikt; Führung; Führungsposition; Politics of education; Lehrerrekrutierung; Forschung; Politische Betätigung; Schweiz
Abstract	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. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01