On Limitations and Consequences of Change: Dutch University Governance in Transition

In several countries, the internal governance structures of universities were substantially changed in the 1990s or are currently under discussion. Frequently found designs are those that strengthen executive leadership at the central and middle level of universities. In this article we present three large-scale reforms in Dutch university governance,using an elaborate classification scheme derived from classic issues in political science. Moreover, in the second part of the article we address the implications and limitations of the latest reform inside a university. It will show that the formal situation – stipulated in the law – is somewhat different from the actual situation: ‘real’ changes appear to be less radical than those on paper. This revised version was published online in August 2006 with corrections to the Cover Date.     

Restructuring Higher Education. A Comparative Analysis between Australia and The Netherlands

It must be considered that there is nothing more difficult to carry out, nor more doubtful to success, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who profit by the new order, this lukewarmness arising partly from fear of their adversaries, who have the laws in their favour; and partly from the incredulity of mankind, who do not truly believe in anything new until they have actual experience of it. (Machiavelli)

     

Comparative higher education studies: The perspective from the policy sciences

The article explores the historical background of comparative policy studies. These studies are traced back to the comparative approaches in political science and public administration. Following a discussion on the methodological aspects of the comparative approach, an overview and assessment of a number of recent comparative policy studies in higher education is presented.     

Changing balances in Dutch higher education

Like many other higher education systems in the Western world, Dutch higher education underwent profound changes during the last decade. In this article we will present an overview of these changes, and try to formulate an analytical framework that might be suited to analyze this process. In order to set the stage, we will begin with an overview of the Dutch higher education system, in which the broad structure is described, and some trends are presented. Next, an overview is given of the retrenchment and restructuring operations with which Dutch higher education was confronted during the last decade. Drawing, mainly, on public administration and political theory, we then attempt to formulate a framework for analysis. In this we focus on the Dutch higher education system as a policy network, and address the relationships that exist between the various key actors in the network: between government and higher education, among higher education institutions themselves, and among the different actors within the institutions, especially administrators and academics. In doing so, we hope to demonstrate that at all these levels some identical basic processes operate which to a large extent determine the outcomes of governmental policies aimed at changing the higher education system. Time and again the modern state stumbles over the academic system (Clark 1983: 137)     

The perception of participation in executive governance structures in Dutch universities

In 1997 a new governance act, based on the principles of New Public Management (NPM) was introduced at Dutch universities. The aims were to realise integrated management, to strengthen the position of executives at the central (executive board) and faculty (dean) levels, to introduce a Supervisory Board at the institution’s central level, and to increase the leeway for universities to design its own governance structure. This article reports on a large-scale evaluation of the governance act and focuses on student and staff participation in decision-making and on the actual appraisal of different actors within the universities (leaders, managers, staff, students) of the governance structure of their university. The empirical data reveal a mixed picture regarding the appreciation of the new governance structure, but overall—in contrast with many critical reviews of NPM in higher education—there seems to be considerable endorsement for the present situation.