Quest for accountability: exploring the evaluation process of universities

The article explores the organisational impact of evaluation and control mechanisms on universities from the point of view of accountability. Three case studies are analysed with the aim of understanding the significance of these systems both at corporate governance level and in relation to their influence on the behaviour of the academic staff. Open-ended, in-depth interviews were conducted in three universities from two countries in order to collect the opinions of the top managers and academics with different roles and seniority. The combination of four different but partially overlapping analytical frameworks (new public management, neo-institutional sociology, organisational control theory and sense-making) has supported the analysis and the interpretation of the empirical material collected. The analysis sheds light on a somewhat neglected aspect: the interdependence among various systems and tools that simultaneously operate in an organisation and inevitably combine to influence the behaviour of its employees. On this basis indications are given in order to facilitate the introduction and the management of more appropriate evaluation mechanisms both at the national system and the organisational level.     

Critical factors in the use of evaluation in Italian universities

The use made of evaluation output is crucial for understanding the position and effectiveness of evaluation systems. This article examines the development of evaluation in the Italian university system from the 1990 s onwards where serious problems have been and continue to be addressed in the use of evaluation output to improve academic activities and make universities accountable for their behaviour. There is a tendency for evaluation to generate inappropriate or undesired effects and for those being assessed to adopt opportunistic behaviour. Underestimation of the universities’ organisational features is the main reason for so many difficulties.     

Change Management in Universities: More a question of balance than a pathway

This paper focuses on assessing possible levers in the hands of a university’s top management team for inducing or managing change when faced with environmental drives. The topic is discussed after analysing change in a university over a 20-year period. The case study underlines the opportunities and difficulties of linking external environmental drives and change processes, highlighting the lack of a universal path and proposing elements that are worthy of attention. The paper underlines the need for top management teams in universities to pay particular attention to the systemic and balanced aspects of the factors determining change.

     

The UK and Italian research assessment exercises face to face

In the UK the Research Assessment Exercise (RAE) is being replaced by the Research Excellence Framework (REF); similarly, in Italy the former Research Evaluation Exercise (VTR 2001–2003) has been revised and extended and a new cycle of assessment was activated in Autumn 2011 (VQR 2004–2010). The analysis of the development and the consequences of both British and Italian assessment exercises is carried out on the basis of three theoretical frameworks – new public management (NPM), neo-institutional sociology (NIS), and organisational control theory (OCT). This last framework is crucial because the control systems have an effective sense-making capacity and it also exposes a different awareness about control systems in the British and Italian experiences.