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Multi-level governance in universiti...

Frost, Jetta.

Multi-level governance in universitiesstrategy, structure, control /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Multi-level governance in universitiesedited by Jetta Frost, Fabian Hattke, Markus Reihlen.
Reminder of title:	strategy, structure, control /
other author:	Frost, Jetta.
Published:	Cham :Springer International Publishing :2016.
Description:	xi, 256 p. :ill., digital ;24 cm.
Contained By:	Springer eBooks
Subject:	School management and organization.
Online resource:	http://dx.doi.org/10.1007/978-3-319-32678-8
ISBN:	9783319326788$q(electronic bk.)

Multi-level governance in universitiesstrategy, structure, control /
Multi-level governance in universitiesstrategy, structure, control /[electronic resource] :edited by Jetta Frost, Fabian Hattke, Markus Reihlen. - Cham :Springer International Publishing :2016. - xi, 256 p. :ill., digital ;24 cm. - Higher education dynamics,v.471571-0378 ;. - Higher education dynamics ;v.37..

Governing universities is a multi-level as well as a highly paradoxical endeavor. The featured studies in this book examine critically the multifaceted repercussions of changing governance logics and show how contradictory demands for scholarly peer control, market responsiveness, public policy control, and democratization create governance paradoxes. While a large body of academic literature has been focusing on the external governance of universities, this book shifts the focus on organizations' internal characteristics, thus contributing to a deeper understanding of the changing governance in universities. The book follows exigent calls for getting back to the heart of organization theory when studying organizational change and turns attention to strategies, structures, and control mechanisms as distinctive but interrelated elements of organizational designs. We take a multi-level approach to explore how universities develop strategies in order to cope with changes in their institutional environment (macro level), how universities implement these strategies in their structures and processes (meso level), and how universities design mechanisms to control the behavior of their members (micro level) As universities are highly complex knowledge-based organizations, their modus operandi, i.e. governing strategies, structures, and controls, needs to be responsive to the multiplicity of demands coming from both inside and outside the organization.

ISBN: 9783319326788$q(electronic bk.)

Standard No.: 10.1007/978-3-319-32678-8doiSubjects--Topical Terms:

249592
School management and organization.

LC Class. No.: LB2805

Dewey Class. No.: 371.2

Multi-level governance in universitiesstrategy, structure, control /
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520 $a Governing universities is a multi-level as well as a highly paradoxical endeavor. The featured studies in this book examine critically the multifaceted repercussions of changing governance logics and show how contradictory demands for scholarly peer control, market responsiveness, public policy control, and democratization create governance paradoxes. While a large body of academic literature has been focusing on the external governance of universities, this book shifts the focus on organizations' internal characteristics, thus contributing to a deeper understanding of the changing governance in universities. The book follows exigent calls for getting back to the heart of organization theory when studying organizational change and turns attention to strategies, structures, and control mechanisms as distinctive but interrelated elements of organizational designs. We take a multi-level approach to explore how universities develop strategies in order to cope with changes in their institutional environment (macro level), how universities implement these strategies in their structures and processes (meso level), and how universities design mechanisms to control the behavior of their members (micro level) As universities are highly complex knowledge-based organizations, their modus operandi, i.e. governing strategies, structures, and controls, needs to be responsive to the multiplicity of demands coming from both inside and outside the organization.
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