Organisational culture and values and the adaptation of academic units in Australian universities

This study explores connections between the organisational culture and values of academic units in Australian universities and their efforts to adapt to external environmental pressures. It integrates empirical findings from case studies with theories of organisational culture and values and adaptation. It identifies seven dimensions of academic unit’s organisational culture and values that influenced how case study academic units adapted. Then patterns of heterogeneity and homogeneity within these dimensions are noted and their associations with different modes of adaptation are discussed.     

Innovation,Organisation and Governance in Spanish Universities

The aim of this paper is to examine the effect of changes introduced to improve efficiency and effectiveness on the way Spanish universities function. Information and opinions collected systematically at a representative sample of Spanish universities are used to study if they can be employed to implement improvements in their organisational structure and management. The obstacles imposed by current regulations and the effect of existing incentives for change in universities’ socio-economic environment is also examined. This revised version was published online in August 2006 with corrections to the Cover Date.     

Institutional Level Student Engagement and Organisational Cultures

Driven by the growing presence of market forces within higher education worldwide, universities are changing the way they engage with students. This article explores how a university's internal culture relates to engagement with students and their views. It builds on wider research into student engagement and organisational cultures. The organisational cultures of two universities are mapped against a typology developed by McNay, which was extended by the author to include aspects of institutional engagement with students. It appears that corporate and bureaucratic institutional cultures that may respond well to external pressures on institutions (regulation, performance indicators, audits and policy pressure) are not conducive to engagement with student opinion. The stronger preference of students remains a collegial, partnership‐based approach for enhancement of the student experience. This study will be of interest to institutional managers, student (union) leaders, academics and practitioners who seek to improve the student experience through effective engagement with student views.     

Study of a Russian University’s Organisational Culture in Transition from Planned to Market Economy

The transition from a planned centralist economy to a market economy over the last decade of the 20th century has presented Russian universities with many profound challenges. These challenges require universities to review and consider their organisational culture and deserve careful study. This paper describes the changes that have taken place at Tomsk Polytechnic University – one of oldest, largest and leading Russian universities.     

Casual Academic Staff in an Australian University: Marginalised and excluded

Abstract

The transition from a planned centralist economy to a market economy over the last decade of the 20th century has presented Russian universities with many profound challenges. These challenges require universities to review and consider their organisational culture and deserve careful study. This paper describes the changes that have taken place at Tomsk Polytechnic University ‐ one of oldest, largest and leading Russian universities.     

Tensions in Higher Education Leadership: Towards a Multi‐Level Model of Leadership Practice

UK higher education is undergoing a period of significant change that generates a series of tensions and difficulties for universities and university leaders. This paper explores these tensions through analysis of findings from a study comprising 152 semi‐structured face‐to‐face interviews in 12 UK universities. Building on from theories of ‘distributed leadership’ in schools, five main constituent elements of leadership practice in higher education are identified (personal, social, structural, contextual and developmental) and explored to show how they shape perceptions and experiences of leadership. The paper concludes with a refined model that teases apart the multilayered nature of higher education leadership at individual, group and organisational levels. In particular, it is argued that ‘social capital’ and ‘social identity’ act as important bridges between individual agency and organisational structure and that although widely distributed, higher education leadership may be best regarded as ‘hybrid’.     

Postgraduate Certificate in Education (PGCE) and student motivation

This article analyses the results from a study conducted among the total population of full‐time Postgraduate Certificate in Education course (PGCE) students in Norwegian universities (N = 283) in the autumn of 2006. The students responded to a questionnaire examining their motivation to take the PGCE course and their motivation to become teachers. The findings show a relatively high motivation among the students, but they also reveal much uncertainty about their future job as teachers. Twenty‐five percent of the students do not know if they are going to enter the teaching profession. They take a PGCE course primarily because they want more options in the job market. The general view among the students is that they need the PGCE course to be confident in the teaching role and they think it will be a demanding course. The main motivation to become teachers is that the students want to continue working with their academic subject, which they in turn want to teach to others.     

Determinants of organisational climate for academia

Being aware of the factors that develop a positive organisational climate is especially important in universities, where the academic members of staff are, in large measure, self-motivated. To identify the determinants of organisational climate for university academia, the validity and reliability of the first-order constructs of autonomy, cohesion and pressure were examined. These three constructs were found to have inadequate validity in this environment. The remaining five valid constructs indicated a second-order organisational climate construct organisational climate was influenced by support, followed by trust and fairness, and then by recognition and innovation. The findings of our study will assist university managers to identify areas to focus upon when developing their academic staff in the pursuit of improving the organisational climate.     

Entrepreneurialism in Japanese and UK Universities: Governance, Management, Leadership, and Funding

This paper scrutinises organisational change in Japanese and UK universities which are engaged in entrepreneurial activities. The study focuses on recent changes in governance, management, leadership, and funding in these universities. The paper argues there are convergent trends between Japanese and UK universities in terms of increasing entrepreneurial activities, a review of institutional strategies, a review of the organisation, the application of market-oriented institutional policy, links with the industrial sector, the notion of a public financial crisis and changing external environment, strong leadership of the university President or Vice-Chancellor, and the notion of the accountability of the university to society as a whole. However, the application of particular institutional strategies, entrepreneurial culture, and the way in which an institution relates itself to the private sector significantly differs among institutions. The paper suggests that those differences are related to different institutional history and characteristics – including those between national and private universities in Japan, and old and new universities in the UK – as well as different government policies between Japan and the UK. The paper first proposes a theoretical model for the five types of entrepreneurial culture of the institutions. It then examines the model by using case studies: Nottingham Trent University (UK), University of Surrey (UK), University of Tokyo (Japan), and Waseda University (Japan).     

The influence of organisational identification on employee attitudes and behaviours in multinational higher education institutions

In order to operate effectively and efficiently, most higher education institutions depend on employees performing extra-role behaviours and being committed to staying with the organisation. This study assesses the extent to which organisational identification and employee satisfaction are antecedents of these two important behaviours. Key objectives of the research were to identify possible antecedents of organisational identification and to discover whether the consequences of organisational identification vary among the employees of multinational universities at home and foreign campuses. We developed a model that was tested using structural equation modelling, which assesses the influences of organisational identification on employee satisfaction, extra-role behaviours and turnover intentions. All of the paths in our model were significant, but employee identification, satisfaction and extra-role behaviours were lower at foreign branches than at the home campuses of universities, and turnover intentions were higher. These results suggest that higher education institutions need to implement different human resource strategies at home and foreign branches, with a focus on improving organisational identification at the foreign subsidiaries.     

Providing a flexible, learner-centred programme: Challenges for educators

This paper presents a case study of the implementation of a flexible learner-centred programme of study which blends face-to-face and online learning. The programme was developed to be flexible in terms of content and study strategies, whilst remaining within more rigid organisational structures and processes. This paper outlines the programme and presents the model developed for flexible content delivery. The programme has been delivered simultaneously by five tutors to six groups of learners. Tutors drew on varying personal experiences of flexible and online learning and this paper also presents the results of an investigation to explore their experiences of facilitation. The findings provide a unique insight into the implications of such a programme for educators. Data were gathered using methods to promote and structure reflections on practice. Issues of relevance for others considering the development of flexible learner-centred programmes of study are presented.     

Building Adaptive Universities: Emerging Organisational Forms Based on Experiences of European and US Universities

Universities are facing dynamic environments to which they have to respond by developing new organisational forms often to enhance adaptation. Thereby, governance,management and leadership structures are changing – aiming at increased flexibility,efficiency and effectiveness. This involves new procedures to manage the relationship with the environment, new authority structures within universities, and new ways of resource allocation. Hence, this paper will present empirical results from a cross-national study of adaptive university structures vis-a-vis a changing socioeconomic environment. Based upon that, new organisational forms are introduced which better support and enhance the current trend towards more entrepreneurial universities. This revised version was published online in August 2006 with corrections to the Cover Date.     

From organised anarchy to de‐coupled bureaucracy: The transformation of university organisation

Based on key governance and organisational characteristics from the 1970s universities have been conceptualised as organised anarchies and loosely coupled systems. More recently, a number of studies have argued that universities have been changing their internal governance and organisational structures leading to tighter vertical steering and the emergence of more integrated organisations. In this article, it is argued that while tighter vertical integration indeed might be observed, this does not necessarily imply greater horizontal integration in university organising as well. By drawing on case studies of five research‐intensive universities in five different countries, we discuss how strengthened hierarchical governance is driving increased organisational specialisation and professionalisation, but that this also may result in horizontal de‐coupling within universities. The article ends by a discussion of the positive and negative implications of coupled, de‐coupled and loosely coupled organisations.     

Distance education in an era of eLearning: challenges and opportunities for a campus‐focused institution

The growth of eLearning technologies has blurred the boundaries of educational modes to a point where distance education programs can be offered without drawing particular notice on campus. The experience of distance education staff working in campus‐focused universities and their perceptions of their chances of successfully planning and teaching by distance should inform evaluation of a university’s quality framework. In this case study, we report on the experience of distance educators at an Australian campus‐focused university. We identify organisational structure and culture as critical success factors for quality in distance education, with technology a, perhaps surprisingly, minor consideration. While the eLearning era has opened the door to a distance education cottage industry, eLearning strategy has failed to comprehensively prepare the way for the issues unique to distance education. The paper recommends that campus‐focused universities must protect their reputation by systematically assuring the quality of their (inevitable) distance offerings.     

Do organisational commitments matter in teaching approaches among academics in elite universities in Beijing?

This research investigated the statistical predictive power of organisational commitments for academics’ teaching approaches. Participants were 268 academics working in six elite universities in Beijing, mainland China. Results showed that academics’ organisational commitments as measured by the Organisational Commitment Inventory significantly predicted their teaching approaches as assessed by the Approaches to Teaching Inventory – beyond gender, age, taught academic discipline, academic rank and type of institution. Limitations and theoretical contributions of the study are noted; and practical implications of the findings are discussed in relation to academics and university senior managers.     

Exploring organisational learning in universities’ responses to a quality assurance reform: experiences from Ontario,Canada

Amidst the international movement toward establishing more rigorous external quality assurance, the recent quality assurance reform within the Ontario public university sector involves a shift of focus from external to internal quality assurance. This paper explores to what extent organisational learning was occurring at three comprehensive Ontario universities while they managed institutional change for assuring the quality of graduate programmes in response to the system-wide quality assurance reform. Drawing upon Senge’s framework for building a learning organisation, the study found that certain levels of organisational learning were taking place, albeit to different extent and in different pace, at the three Ontario universities during the initial years of transition. The findings also illustrate that institutional change and organisational learning are inextricably linked and that organisational learning is occurring as a result of the interactions between the organisational domain of action and the individual domain of learning.     

University Reform in Europe: Some Ethical Considerations

European universities must face the crisis of the Humboldtian model, and find new organisational solutions. This paper proceeds from two starting observations. The first is the one according to which we are in a “cultural shift” that makes culture the element on which performance, including technologically and cognitively, depends. The development of societies now depends on the culture shared by human beings more than on their economy or technology. The second observation is that culture itself and its ethical underpinning should be open for consideration. The development of society now depends on culture and on its adaptive capacity.     

The style it takes: how do UK universities communicate their identity through welcome addresses?

In times when universities are becoming less self-evident, these organisations may be confounded in terms of which aspects of their activities and performances they should communicate with their stakeholders. A related question – central to our study – is how they communicate. This paper analyses the style of one particular type of communication: welcome addresses of key spokespersons of UK universities. Building on the pertinent image and identity literature and using Speech Act Theory, we expected to find differences between universities by prestige and age and over time. We found that older universities use different styles compared to younger universities, and that there were also differences by prestige. We also found considerable changes over time. The findings suggest we should not see these welcome addresses as purely ceremonial, but as intentional messages with communication styles that reflect the organisational attributes of the university.