New rules of university governance in Denmark |
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| Institution: | 1. Department of Curriculum and Instruction, Faculty of Education, Chinese University of Hong Kong, Hong Kong SAR;2. Department of Curriculum and Instruction, Faculty of Education and Human Development, Education University of Hong Kong, Hong Kong SAR;1. Prenatal Diagnostic Center, Guangzhou Women and Children''s Medical Center, Guangzhou, Guangdong, China;2. Berry Genomics Corporation, Beijing, 102200, China;3. Medical Genetics Laboratory, Foshan Maternal and Child Health Hospital, Foshan, Guangdong, China;4. Clinical Laboratory, Huadu District Maternal and Neonatal Healthcare Hospital of Guangzhou, Hu Zhong Hospital, Guangzhou, Guangdong, China;5. Scientific Research Department, Guangzhou Women and Children''s Medical Center, Guangzhou, Guangdong, China;1. Department of Psychology, LMU Munich, Leopoldstrasse 13, 80802 Munich, Germany;2. Faculty of Behavioural and Social Sciences, University of Groningen, Grote Rozenstraat 3, 9712 TG Groningen, the Netherlands;3. School of Education, University of Wollongong, NSW 2522 Australia;1. CITTA: Centre for Research on Territory, Transports and Environment, University of Porto, Rua Dr. Roberto Frias, 4200-465 Porto, Portugal;2. Faculty of Law, University of Coimbra, Pátio da Universidade, 3004-528 Coimbra, Portugal;3. CITCEM: Transdisciplinary Research Centre \"Culture, Space and Memory\", Faculty of Arts and Humanities, University of Porto, Via Panorâmica s/n, 4150-564 Porto, Portugal |
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| Abstract: | In relation to the legislative activities in many parliaments in recent years regarding new rules of university governance this article tries to analyse how such new rules are implemented and used in daily practice at one specific university. In 1995 a survey study was conducted in a Danish university on the responses from the different internal university groups on the new Danish University Act of 1993. This article presents main findings in the ways the new law is interpreted and used by students, service staff, faculty and middle management. The study of the transformation of formal rules into daily management and cooperation practice shows that professional values, traditions and local culture have an important influence on the ways governance systems are seen and used. It appears that organisational change is slower and more contingency-oriented and incomplete than often imagined by legislators. |
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