Re-Inventing Shared Governance: Implications for Organisational Culture and Institutional Leadership

Autor/inn/en	Stensaker, Bjorn; Vabo, Agnete
Titel	Re-Inventing Shared Governance: Implications for Organisational Culture and Institutional Leadership
Quelle	In: Higher Education Quarterly, 67 (2013) 3, S.256-274 (19 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	0951-5224
DOI	10.1111/hequ.12019
Schlagwörter	Foreign Countries; Higher Education; Governance; Colleges; Strategic Planning; Instructional Leadership; Organizational Culture; Educational History; Program Effectiveness; Educational Change; Participative Decision Making; Comparative Analysis; Leadership Responsibility; Governing Boards; College Faculty; Denmark; Finland (Helsinki); Norway (Oslo); Sweden + Suchen Sie Ihr Suchwort? Ausland; Hochschulbildung; Hochschulsystem; Hochschulwesen; Education; Educational policy; Financing; Steuerung; Bildung; Erziehung; Bildungspolitik; Finanzierung; College; Hochschule; Fachhochschule; Strategy; Planning; Strategie; Planung; Instruction; Leadership; Führung; Unternehmenskultur; History of education; Bildungsgeschichte; Bildungsreform; Governing body; Governing bodies; Leitungsgremium; Fakultät; Dänemark; Schweden
Abstract	Shared governance has been a key historical characteristic of higher education although this form of governance has come under increased pressure in recent decades. It is often argued that shared governance is less relevant for tackling the challenges related to a more dynamic environment of the sector. This paper discusses underlying premises for the current conceptions of shared governance and analyses how a sample of Nordic universities perceives the place and role of governance in their strategic development. It is found that most universities emphasise leadership and leadership development as a key measure to strengthen their governance capacity and it is argued that most universities seem to overlook the cultural and symbolic aspects of governance along the way. This may have serious consequences for the internal legitimacy and trust when universities enter into demanding change processes. (Contains 1 table.) (As Provided).
Anmerkungen	Wiley-Blackwell. 350 Main Street, Malden, MA 02148. Tel: 800-835-6770; Tel: 781-388-8598; Fax: 781-388-8232; e-mail: cs-journals@wiley.com; Web site: http://www.wiley.com/WileyCDA/
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10