Changing internal governance. Are leadership roles and management structures in United Kingdom universities fit for the future?

Autor/in	Middlehurst, Robin
Titel	Changing internal governance. Are leadership roles and management structures in United Kingdom universities fit for the future?
Quelle	In: Higher education quarterly, 67 (2013) 3, S. 275-294Infoseite zur Zeitschrift PDF als Volltext Link als defekt meldenVerfügbarkeit
Sprache	englisch
Dokumenttyp	online; gedruckt; Zeitschriftenaufsatz
ISSN	0263-9769; 0951-5224; 1468-2273
DOI	10.1111/hequ.12018
Schlagwörter	Staat; Hochschulreform; Hochschule; Hochschulsystem; Ausland; Großbritannien
Abstract	This paper examines changes and developments in institutions' internal governance during the last decade, identifying points of continuity in the policy and political environment in the United Kingdom as well as points of difference. External drivers are discussed as part of the increasingly dynamic and volatile operating conditions for higher education. Institutions' internal governance arrangements are presented within a framework drawn from Clarke's studies of entrepreneurial universities. The final section of the article argues for a re-interpretation and strengthening of collegial forms of governance, using models and examples drawn from innovative private sector companies that can indicate useful directions for higher education institutions so that they are better fitted to meet 21st century challenges. While the analysis is focused on the UK, the lessons are more widely applicable..(HRK / Abstract übernommen).
Erfasst von	Hochschulrektorenkonferenz, Bonn
Update	2014/1