Remapping French higher education: towards a multi-tiered higher education system?

Tertiary Education and Management - The global trend of increasing participation rates, coupled with regional goals to increase participation in higher education, such as the...     

Higher education in further education: delivering higher education in a further education context—a study of five South West colleges

This paper comprises a summary of research into the teaching of higher education (HE) courses in further education (FE) learning environments. A comprehensive study of college management and teaching staff attitudes together with teaching practices, pedagogy and research was carried out with six partner colleges of the University of Plymouth where a substantial amount of HE teaching was delivered. A questionnaire was developed, piloted and distributed to all staff teaching HE in the colleges, with a similar but separate questionnaire being used for management. Five colleges responded. We present data relating to the differences in teaching practice and pedagogy between FE and HE teaching and the problems of realizing these in FE learning environments. We also look at the ways in which independent study and critical reflection among learners are developed. The questions of research and scholarly activity and their relevance to HE teaching are addressed. Considerable challenges are faced by staff teaching mainly FE courses, on standard FE teaching contracts, being expected to deliver HE courses effectively. We also consider the challenges of delivering ‘a real HE experience’ in FE environments and those involved with going on to university afterwards.     

Should contentment be a key aim in higher education?

Higher education institutions are major concentrations of political, social, economic, intellectual and communicative resources. They reach freely across populations and cultures and connect to government, professions, industry and the arts. The neoliberal logic of markets has entered the realm of (higher) education. This leads to discourse on the benefits of education being positioned almost exclusively in terms of their effect on income. The perspective taken in the paper is the development of a happiness motive that asks education to challenge what it is to be a member of society: What moral and ontological stance one will seek to take in developing one’s future? The satisfied student perpetuates the current lifeworld in which they find themselves, seeking to improve the quality of the services provided. It is proposed that an overly emphasised desire satisfaction culture inhibits the edifying mission of universities. This is not to argue against high-quality service provision but to differentiate it from the edifying role of personal challenge, determination and social responsibility, conceptualised here as profound happiness or contentment, and the university’s role in its development. It calls for a different and more refreshing approach to higher education.     

Vocational education and the binary higher education system in the Netherlands: higher education symbiosis or vocational education dichotomy?

The Netherlands has a binary higher education system in which academic education and higher professional education at EQF levels 5–8 co-exist. There is also secondary vocational education at EQF levels 1 up to 4. In this paper, I analyse policy documents resulting from the Bologna Process and argue that under neo-liberal conditions, higher professional education brings opportunities for both students and employers, but also creates a socio-economic tension in terms of employability. The gap between higher professional education and secondary vocational education adds to the formation of a labour market in which higher professional education graduates are prepared to an international labour market but employability pressure is being put on lower skilled employees, creating unequal employability opportunities for vocational education graduates.     

Authenticity work in higher education learning environments: a double-edged sword?

Higher Education - Educational authenticity occupies a strong position in higher education research and reform, building on the assumption that correspondence between higher education learning...     

China’s move to mass higher education in a comparative perspective

This paper analyzes how China has managed to embrace mass higher education in a short timeline, and examines how far this move has followed the existing or established patterns elsewhere through comparing its core aspects with those of four identifiable models of mass higher education: the American model, the Western European model, the Latin American model and the East Asian model. While acknowledging that the current structure of the Chinese higher education system appears to resemble the American in many ways, this paper concludes that it is fundamentally different from the American model, as well as from the Western European and the Latin American models. Largely mirroring the East Asian model, the Chinese approach features a strong sense of ‘state instrumentism’ and is also characterized by integral tensions among its various sectors, which could turn into either positive dynamics for vibrant growth or negative forces leading to serious social justice and equity issues. After enjoying an unprecedented expansion between 1999 and 2006, Chinese higher education has come to a historical juncture to reconsider its success in the light of more collaborative and normative ideologies, such as those grounded in social justice and human potential.     

International inter‐organisational arrangements in higher education: Towards a typology

Abstract

This article attempts to provide clarity in the maze of international inter‐organisational arrangements in higher education. Developments that fuel the establishment of such linkages are identified. First, the changes in the production of knowledge, changes in resource dependencies and increased opportunities for interaction through new technologies, demand interaction with other universities and organisations, in activities that previously took place within the organisational boundaries of the university. In addition, universities increasingly cross national borders. Students, scholars and employers demand and value the experience gained through international experiences. Liberalisation of trade markets and new modes of delivery expand opportunities for transnational education and the need for inter‐organisational interaction. On the basis of several classifications of cooperation in higher education and using concepts from organisational and management studies, we develop a multidimensional typology of international inter‐organisational cooperation. Critical dimensions identified in this typology are size, scope, nature of integration and intensity.     

Who is missing from higher education?

This paper discusses the difficulties of establishing a clear count of UK higher education students in terms of the categories used for widening participation, such as occupational background or ethnicity. Using some of the best and most complete data available, such as the annual figures from the Higher Education Statistics Agency, the paper then establishes that there is little evidence of a simple consistent pattern of under‐representation within these categories, except perhaps for men and students of white ethnicity. However, once prior qualifications are taken into account there is no evidence that potential students are unfairly and disproportionately denied access to higher education in terms of occupation, ethnicity, sex or disability. This has important implications for what we mean by widening participation in higher education and how we might achieve it.     

World-class higher education (for whom?)

The slogan ??world-class education?? is ubiquitous in education circles. This essay looks closely at who is advancing this idea, why, and where, and the kind of work it is asked to do. Though instruments for determining the world-class status of education institutions were first launched in the 1980s, they have grown exponentially in the past decade, for three main reasons. First, they offer opportunities for new players to enter the education sector and generate a profit from gathering and selling information. Second, they provide a way to generate competition within the sector, between component organizations. Finally, their global reach gives them tremendous power. A key concern with this concept, and the technologies associated with advancing it, is that they have not been sufficiently and critically engaged with in ways that show how central they are to orchestrating shifts in power and control over the education sectors they aim to govern, and that the interests involved operate in spaces with little public accountability.     

Packaging and unpackaging knowledge in mass higher education—a knowledge management perspective

The progressive deployment of market-oriented regulatory frameworks in mass Higher Education Institutions (MHEI hereafter) triggered, in a wide variety of forms and degrees, the application of Knowledge Management principles in MHEI. This means the application of the knowledge ‘codification strategy’, where the focus is on the economies of the re-use of centrally developed knowledge through codifying, storing and distributing knowledge. This process however, presents significant challenges. Both knowledge and non-knowledge related aspects might constrain the application of knowledge codification strategies in MHEI. The aim of this paper is to better understand the application of knowledge codification strategies in MHEI, from a knowledge management perspective. This is done by examining the use of course outlines as the critical means to ‘transfer’ codified knowledge. The research site was a MHEI that explicitly followed a ‘codification strategy’, where the profits come from the economies of scale and low cost operation. Research findings point out mixed outcomes. The set of cost-saving managerial-oriented initiatives together with the deployment of knowledge codification strategies simultaneously supported the knowledge transfer of codified-oriented courses associated to low levels of tacit knowledge and constrained knowledge transfer of codified-oriented courses associated with slightly higher levels of tacit knowledge. This finding can be credited to a set of both knowledge and non-knowledge related issues. The implications for the management of knowledge in MHEI were explored.     

Teaching circles: a way forward for part-time teachers in higher education?

Part-time teachers represent a growing challenge to universities' quality assurance and developmental processes. This paper describes an attempt to meet this challenge through the adoption of 'teaching circles' (TCs) in four contrasting case-study schools. Analysis of outcomes enables identification of the variables affecting the apparent success of TCs as a strategy, some of which are associated with the particularities of context. Underlying these particularities, however, the general question of how participants come to feel 'ownership' of change initiatives emerges as a central issue. Three inter-related processes are shown to be involved: leadership, attribution of causation and social integration. The paper concludes that this analysis has implications beyond the TC project and provides both key practical pointers and, potentially, a useful analytical tool for researchers studying programmes of organizational change.     

Harmonious expansion of China’s higher education: a new growth pattern

Higher Education - How can one country narrow the regional disparity during the tremendous expansion of higher education? This issue remains unexamined and critical analysis is needed to unveil the...     

Has massification of higher education led to more equity? Clues to a reflection on Portuguese education arena

Massification is an undeniable phenomenon in the higher education arena. However, there have been questions raised regarding the extent to which a mass system really corresponds to an effective democratisation not only of access, but also of success. With regards to access, this article intends, through a brief analysis of the expansion of higher education in Portugal (contextualised in the European context), to focus on how the political system and higher education institutions (HEIs) have answered the social need for a highly skilled workforce and an increased demand for tertiary education. If access democratisation can be questioned, then it stands to reason that more doubts may arise regarding the democratisation of academic outcomes.

The methodology underlying this study involved the collection and analysis of relevant data from official international and national sources. This allowed for a comparison of the diverse realities and building the national panorama in terms of democratisation not only of access, but also of success. The comparison of these different quantitative inputs shows that applicants from disadvantaged backgrounds are proportionally fewer in number, and tend to enrol in less socially prestigious institutions and study programmes. Students' financial support and social support systems are analysed so as to gauge the state of Portuguese higher education.

Despite the advances made in Portugal on the system's expansion and on access to higher education, equity of access and outcomes in higher education have not yet been achieved, thus meaning that the democratisation process has not been fully accomplished.     

Change and innovation in higher education: a role for corporate strategy?

Conclusions In conclusion there are a number of points to be emphasised. Firstly, there are no definite answers to the problems of change and innovation in the management field. Admittedly there are plenty of ideas and models about strategic planning; but the trend over the last ten years or so has been away from the use of analytic techniques towards trying to manage the culture and values of the organisation directly. At the moment there is another reaction developing against this focus on culture (Barney, 1986; Thackray, 1986), but it is not yet clear what is being proposed in its place.So those in higher education should be suspicious of the management pundits who claim that they have the answer - especially if it simply involves copying management structures and systems that are believed to be commonplace in industry. Furthermore many of these systems are actually fraught with difficulty when used in industry. For example, many companies find they have to rethink their appraisal systems every four or five years, because the failure of the previous system usually becomes obvious to all about three years after its installation. In that area the current trend is towards self and peer assessment - which could conceivably be appropriate in higher education too.But there are still a number of ideas that may be gleaned from the management world, and these may eventually provide models of management and strategic change which are appropriate to higher education. Some of these ideas have been mentioned in this article. For example, there is a need to pay closer attention to the environment, especially the political one. Institutions need to think carefully about their distinctive strengths, and how they can fit best into their environments. The idea of universities as service organisations may have considerable power, and it may be as well to think of some of those services as having limited life.It is important to recognise the crucial role of those people at the lower levels of the organisation. Their contribution is not only in helping to determine the best direction to take; but their commitment to any direction is essential if it is to be implemented. Good strategies can't be rushed: it takes time for ideas to evolve. Hence the process of thinking through appropriate strategies probably needs to be fairly continuous; it certainly should not be merely an annual, or quinquennial, activity.Finally it is the values of staff and students that can be the greatest source of, and barrier to, change and innovation. Senior managers get easily excited at the possibilities of being able to manage the values of their organisations. But this is much more difficult than the popular text books would have us believe, and very dangerous. The danger is that if one simply attacks the existing values of an organisation - say those of scholarship, colleagueship and individual freedom - one runs the risk of destroying individuals' sense of purpose, and thus creating a highly demoralised organisation. If values are to be shifted, say towards a greater commercial orientation - then they must be done in a way which allows for retention of the original values in parallel. It is a kind of bridging idea that is needed. This will take time, and not a little creativity.