Paulo Charles Pimentel Bótas

Factors affecting strategic change in higher education

Purpose – The purpose of this paper is to identify those factors that key actors in university governance hold as to be important in realizing strategic change within their institutions. Design/methodology/approach – Key decision-makers in 26 European universities were surveyed on their views on which factors bring about strategic change. The results were interpreted using a theoretical framework emphasizing organizational archetypes and their development. Findings – The findings indicated that strategic changes in universities were perceived as highly dependent on leadership, decision-making procedures, communication and evaluation. However, some differences between the universities in the sample can be identified, supporting indicating the relevance of using organizational archetypes as an analytical tools for observing change within the higher education sector. Originality/value – The study links organizational level developments on strategic management to macro-level change within the European higher ...

(De)constructing power in higher education governance structures: an analysis of representation and roles in governing bodies

Abstract This article explores how power relations are constructed in the governance of higher education institutions. It examines and deconstructs, from a Foucauldian perspective, power relations and mechanisms in the relationship between the state and higher education institutions, and between academic and management staff. This research article originates from a benchmarking project. The data was collected by a structured questionnaire that was developed to allow the research team to map the governance structures and processes on four main governance areas: internal and external stakeholders; decision-making bodies and actors; quality of governance; and key performance indicators. The surprising finding is that governments have used their authority to influence and shape the governance structures of their higher education institutions, but also their decision-making processes. We suggest that, as the external and internal environments of higher education institutions are not the same, there is no ‘one-size-fits-all’ model of ‘good governance’ for higher education.