The Governance of European Higher Education: Convergence or Divergence analyses governance at state and institutional levels in five European higher education systems chosen as representative of European higher education as a whole: Germany, Hungary, Norway, Portugal and the UK (as in England, Scotland and Wales). Drawing on 180 detailed face-to-face interviews with policymakers and universities the book explores the extent to which governance and systems have been converging or diverging towards or away from a common European model over the last decade and records the evidence of growing directional controls exercised by the various states.

Governance is becoming increasingly important in universities just as it is in the wider world of commerce and banking. Historically, universities were run by their academic communities but as mass higher education has taken root, as university research has become a critical element in national economies and as the demand for more accountability both financial and in academic performance has grown, pressure has mounted for a 'modernisation' of governance structures. One aspect of 'modernisation', particularly important in many European systems, and in Japan, has been the decision by governments to give institutions greater autonomy, more control over their budgets and legal responsibility for the employment of their staff. International trends to introduce greater competition between institutions, to encourage greater institutional differentiation and give greater play to market forces has led to an emphasis on leadership, a more systematic involvement of external stakeholders and a more 'corporate style of governance. At the same time this has often led to a sense of loss of collegiality, a redistribution of authority and a growing gap between the 'centre' and the 'periphery' within universities. This book analyses governance change in nine major higher education systems, Australia, Finland, France, Germany, Italy, Japan, Norway, the UK and the USA, each account being the result of independent research by a leading authority in the field and describes how a convergence of governance structures has been mediated by the historical, cultural, political and social characteristics of the different systems. Michael Shattock is a leading authority on university governance; this study offers the most up to date account of governance reform in a range of higher education systems, an analysis of the common trends and an assessment of their impact on the idea of a university. It will be essential reading for academics, postgraduates and practitioners in higher education.

This book explores the impact of localities and regions on universities and shows how the diversity of the higher education landscape is critically affected by the geophysical character of regions and their differentiated economies and cultures; regional inequalities bear heavily on universities' strategy-making. A study of the interrelationship between higher and further education argues that from a regional perspective a change to a tertiary education system in England (following Wales) would create the conditions for better local and regional coordination. Universities make a significant contribution to 'levelling up' through technology transfer and the creation of innovation hubs but the contribution of locally or regionally based students who on graduation return to disadvantaged communities rather than seek employment elsewhere should be recognised also as a longer term step to redressing regional inequality. The book argues strongly that the time has come to decentralise the governance of a re-aligned tertiary system to regions and identifies the move to create metro mayors and combined authorities as providing the appropriate vehicle to release new initiative from regional sources. It cites the success of decentralisation to Scotland and Wales as offering relevant models for scrutiny. The authors draw on 12 UK widely differentiated university case studies, a survey of further education and a study of three continental European comparators (Germany, Ireland and Norway) to develop the argument.

Governance is becoming increasingly important in universities just as it is in the wider world of commerce and banking. Historically, universities were run by their academic communities but as mass higher education has taken root, as university research has become a critical element in national economies and as the demand for more accountability both financial and in academic performance has grown, pressure has mounted for a 'modernisation' of governance structures. One aspect of 'modernisation', particularly important in many European systems, and in Japan, has been the decision by governments to give institutions greater autonomy, more control over their budgets and legal responsibility for the employment of their staff. International trends to introduce greater competition between institutions, to encourage greater institutional differentiation and give greater play to market forces has led to an emphasis on leadership, a more systematic involvement of external stakeholders and a more 'corporate style of governance. At the same time this has often led to a sense of loss of collegiality, a redistribution of authority and a growing gap between the 'centre' and the 'periphery' within universities. This book analyses governance change in nine major higher education systems, Australia, Finland, France, Germany, Italy, Japan, Norway, the UK and the USA, each account being the result of independent research by a leading authority in the field and describes how a convergence of governance structures has been mediated by the historical, cultural, political and social characteristics of the different systems. Michael Shattock is a leading authority on university governance; this study offers the most up to date account of governance reform in a range of higher education systems, an analysis of the common trends and an assessment of their impact on the idea of a university. It will be essential reading for academics, postgraduates and practitioners in higher education.

Book of the Week, Times Higher Education Forms of institutional governance critically shape the culture, creativity and academic outcomes of higher education. The book provides a new, updated and research based account of the changing face of the governance of British higher education. Historically, British universities were deemed amongst the most, if not the most, autonomous in Europe, with governance rooted in their collegial disciplinary structures. This assessment must now be decisively revised, although the belief systems deriving from it remain buried deep in university culture. Drawing on the authors' investigation of the governance of higher education in the four UK nations, including extensive on-site interviews, and discussions with government policy-makers, the book shows how global, national and system level pressures have changed the face both of the external governance of higher education institutions and how universities govern themselves. Government priorities, new funding methodologies and marketisation have all played a part in this process. Since the mid-1980s, there have been drastic changes in the external environment, reinforced by the increasing diversity within the higher education system as a whole and between the national sub-systems. In addition a new private sector of higher education has been created. New forms of institutional governance are emerging which may have profound effects on research and teaching and on academic creativity and innovation. The study discusses the effects of a state regulated system compared with the more heterarchical system which preceded it. It offers a comparison of the effects of devolved governance to Wales, Scotland and Northern Ireland on the respective higher education systems and their impact on institutional governance. The study concludes that England is becoming increasingly an outlier, and discusses the long term implications for the coherence of a British higher education system.

""Every Mike Shattock book on higher education is worth keeping and re-reading. Making Policy in British Higher Education 1945-2011 is a great story, very readable and full of wry humour. It is also a profoundly informative work that explains the policy and politics of higher education better than anything else that is available."
Professor Simon Marginson, Centre for the Study of Higher Education, University of Melbourne, Australia

"As expected, Michael Shattock's mastery of the history of higher education policy-making in the UK is evident in every page - the temptation is to say every paragraph. This is a demanding analysis. It is packed, precise, judicious and immensely informed ... As a narrative about how policy-making occurs in the long run, how to read the relevant archival and other documents closely and how to avoid the easy generalizations arising from ideological partis pris, this study is an instant classic."
Sheldon Rothblatt, Professor of History Emeritus, University of California, Berkeley, USA

"In the last 30 years Britain has experimented with some of the most innovative higher education policies including academic quality assurance, research assessment, income contingent loan financing, tuition policy, information for students, and other efforts to stimulate competitive market forces. In this highly enlightening, meticulously researched, and fascinating history, university administrator and scholar Michael Shattock examines the individuals and financial policy drivers that have shaped British higher education from World War II to the present day and explores the impacts of these policies on the university sector."
David D. Dill, Professor Emeritus of Public Policy, University of North Carolina at Chapel Hill, USA

"Michael Shattock's important new book could not be better timed. He offers a detailed, nuanced and (above all) intelligent account of policy making in British higher education over the past 60 years ... This book reminds us that novelty is more often in the eye of the beholder than the historical record. It also warns us that those who have forgotten past events are often fated to relive them - and that second (or third) time round is rarely an improvement."
Peter Scott, Professor of Higher Education Studies, Institute of Education University of London, UK"

This book aims to provide an authoritative account of the evolution of policy in British higher education drawing extensively on previously untapped archival sources. It offers a comprehensive analysis of the policy drivers since 1945 and up to 2011 and of the extent to which even in the so called golden age of university autonomy in the immediate post War period the development of British higher education policy was closely integrated with government policies. In particular, it highlights how the role of the Treasury in determining the resource base for the expansion of student numbers is key to understanding many of the shifts in policy that occurred.

This close engagement with government coupled with the historical acceptance of institutional autonomy defines the distinctiveness of the British higher education system as compared with other countries. What the book also shows, however, is that policy was rarely driven directly by Ministers but emerged out of inter relationships between the Treasury, the responsible Department, the intermediary bodies, the higher education representative bodies and the research communities. The policy process was interactive rather than directed. The conclusions offer a new interpretation of the development of British higher education.

""There is no truer text to the topic than "Managing Successful Universities" ... The second edition is a full revision in which globalisation, managing financial disjuncture and the enhancement of research performance all loom larger than before. Like its predecessor this book will be used throughout the English speaking world and beyond."
Professor Simon Marginson, Centre for the Study of Higher Education, University of Melbourne

" This] is the manual par excellence for modern university leadership and management. In my role as a business school dean, it is by far the most useful single book I have ever read - and continue to read."
Professor Mark Taylor, Dean, Warwick Business School, University of Warwick

"When I began my career in university management, there was just one book on managing UK universities. Now there must be twenty or thirty but none is as comprehensive, authoritative, readable, and important as Shattock's "Managing Successful Universities" ... Read this valuable book and learn much from it "
David Palfreyman, Director of OXCHEPS and Bursar, New College, University of Oxford"

This bestselling book defines good management in a university context and how it can contribute to university success. Extensively updated to reflect political, financial and social developments since the first edition, it includes a new chapter on the management of teaching and research and gives in-depth coverage to managing retrenchment and the importance of human resource management. Drawing on the literature of management in the private sector as well as from higher education and on the experience of the author it emphasizes: The holistic characteristics of university management The need to be outward looking and entrepreneurial in management style, and The ways successful universities utilize the market to reinforce academic excellence

Book of the Week, Times Higher Education Forms of institutional governance critically shape the culture, creativity and academic outcomes of higher education. The book provides a new, updated and research based account of the changing face of the governance of British higher education. Historically, British universities were deemed amongst the most, if not the most, autonomous in Europe, with governance rooted in their collegial disciplinary structures. This assessment must now be decisively revised, although the belief systems deriving from it remain buried deep in university culture. Drawing on the authors' investigation of the governance of higher education in the four UK nations, including extensive on-site interviews, and discussions with government policy-makers, the book shows how global, national and system level pressures have changed the face both of the external governance of higher education institutions and how universities govern themselves. Government priorities, new funding methodologies and marketisation have all played a part in this process. Since the mid-1980s, there have been drastic changes in the external environment, reinforced by the increasing diversity within the higher education system as a whole and between the national sub-systems. In addition a new private sector of higher education has been created. New forms of institutional governance are emerging which may have profound effects on research and teaching and on academic creativity and innovation. The study discusses the effects of a state regulated system compared with the more heterarchical system which preceded it. It offers a comparison of the effects of devolved governance to Wales, Scotland and Northern Ireland on the respective higher education systems and their impact on institutional governance. The study concludes that England is becoming increasingly an outlier, and discusses the long term implications for the coherence of a British higher education system.