Research planning and management in non‐traditional research discipline areas

Abstract

In its drive for higher efficiency and effectiveness in higher education, the Australian Commonwealth Government released its policy on higher education, Higher Education: A Policy Statement during the late 1980s which contributed to the introduction of performance indicators to manage and assess the performance of the higher education system. The research component of annual Commonwealth funding to universities, called the Research Quantum, is now distributed by a set of performance indicators: external research income, publications count and higher degree research completions. This paper analysed the impact of these indicators on the research activities of Australian university academics based on Leibenstein's model of X‐efficiency. Although the impact of performance indicators on university academics was found to follow the pressure‐effort relationship, for some respondents, the increase in effort as a result of heightened pressure had involved strategic behaviour. Two conditions that are identified for the minimisation of an institution's X‐inefficiency despite high staff effort are a high ratio of maximising to non‐maximising decisions for both the staff and institution, and for all the institution's essential objectives/activities, and not just those which are measured by the performance indicators. The implications of these findings for the development and application of performance indicators are discussed.     

Management as ideology: the case of ‘new managerialism’ in higher education

The paper explores ideological conceptions of management, especially ‘new managerialism’, with particular reference to their role in the reform of higher education. It is suggested that attempts to reform public services in general are political as well as technical, though there is no single unitary ideology of ‘new managerialism’. Whilst some argue that managers have become a class and have particular interests, this may not be so for all public services. The arguments presented are illustrated by data taken from a recent research project on the management of UK higher education. It is suggested that managers in public service organisations such as universities do not constitute a class. However, as in the case of manager‐academics, managing a contemporary public service such as higher education may involve taking on the ideologies and values of ‘new managerialism’, and for some, embracing these. So management ideologies do seem to serve the interests of manager‐academics and help cement relations of power and dominance, even in contexts like universities which were not traditionally associated with the dominance of management.     

Characterizing teacher attention to student thinking: A role for epistemological messages

Although research and policy suggest science and mathematics teachers should attend to their student's thinking during instruction, our field has inadequately defined what that means in relation to our ultimate goals for the practice. Here I present a theoretical argument that, in making their definitions, researchers should leverage the ways students understand such attention by characterizing teacher attention based on the epistemological messages it sends students about the nature of knowledge and learning in the classroom. Using data collected from high school science and mathematics teachers with a new video‐capture methodology, I present an analysis of variability in epistemological messages of teacher attention to illustrate work could unfold if we as researchers took up the theoretical claims made in this work. In doing so, I endeavor to draw the construct of epistemological messages into our collective conversations about teacher attention, and provide a starting point for our field to begin debating the most productive ways to study and unpack the epistemological messages we value in that teacher attention. I conclude by demonstrating the feasibility of using these messages to distinguish the types of teacher attention our field wants to develop and encourage in teacher education. © 2017 Wiley Periodicals, Inc. J Res Sci Teach 55: 94–120, 2018