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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.
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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