A Managerial Revolution?

Amaral, Alberto; Fulton, Oliver; Larsen, Ingvild Marheim

doi:10.1007/978-94-010-0072-7_13

Cited by 80 publications

(59 citation statements)

References 22 publications

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“…Social responsibility and associated sustainability have assumed growing importance for the development of quality universities, able to successfully combine economic and social-environmental performance. This situation confers a decisively central role to the governance organs in charge of management, and at the same time, should foresee the involvement of new management roles (preferably with an external vision) to allow opening the university environment to a series of managerial values and principles [31][32][33][34][35].…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Sustainability in the Higher Education System: An Opportunity to Improve Quality and Image

2017

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Abstract:In view of the increasing importance attributed to social responsibility and stakeholder relationship management, more universities have expanded their research topics and their educational programs through the years. High attention is dedicated to the dominant principles and values of internal and external relations, to the innovation processes designed to ensure an approach to sustainable development. However, less attention is dedicated to the sustainability governance orientation and to the development of a strong institutional culture of sustainability, which is a key success factor to improve the quality and the image. This article observes the sustainability governance orientation, through the analysis of the information on the websites of three fair groups of universities in the international Top 500-ARWU (Academic Ranking of World Universities) 2015 ranking. The aim is to verify if there is a link between the degree of sustainability culture in the management and the positioning of the universities in the international ranking. In addition, the analysis is compared with self-assessment data carried out by the same universities in terms of performance sustainability through the STARS (Sustainability Tracking, Assessment & Rating System) online platform. As principal consideration, we have noted that the best universities in the ranking have a management approach based on a shared vision of sustainability development of their university leaders, who play an essential role affirming and disseminating a sustainability culture. All this opens broader future implications intended to highlight the importance of management sustainability as a quality improvement factor of universities.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Sustainability in the Higher Education System: An Opportunity to Improve Quality and Image

2017

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“…Like the reforms in other Western countries, the reforms in Germany try to realise concepts of New Public Management and the claim for economic relevance of research and education. The reforms transfer concepts of strategic management from private sector organisations to the science system, such as prioritising, generating a critical mass, internationalisation and building alliances and networks (Amaral et al 2003;Kehm and Lanzendorf 2006a;Jansen 2007a;Matthies and Simon 2008;Paradeise et al 2009). The changes mentioned above reflect a profound change in the relationship between the state and the science system.…”

Section: Introductionmentioning

confidence: 99%

Governance and Performance in the German Public Research Sector

Jansen¹

2010

Higher Education Dynamics

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“…12 For this reason it is vital to reconfigure corporate governance, create university boards for strategic direction and the ability to designate rectors with real leadership functions and the power to bring organisational change as has occurred in Japan, some German länder, Denmark, Finland, Australia and Portugal (Salmi, 2009;Fielden, 2008). This might require changes to the official statutes of state universities, in order to provide greater autonomy and social responsibility (Peña & Brunner, 2011:34), so distancing themselves from the Cordoba Reform model, and transforming themselves into entrepreneurial organisations with new management capacities along the lines suggested by New Public Management (Locke, Cummings, Fisher, 2011;OECD, 2008a:Cap.3;Amaral, Fulton & Larsen, 2003;Maasen, 2003).…”

Section: Institutional Governance and Stimulating Environmentsmentioning

confidence: 99%

The Rationale for Higher Education Investment in Ibero-America

Brunner¹

2013

OECD Development Centre Working Papers

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CENTRE DE DÉVELOPPEMENT DOCUMENTS DE TRAVAILCette série de documents de travail a pour but de diffuser rapidement auprès des spécialistes dans les domaines concernés les résultats des travaux de recherche du Centre de développement. Ces documents ne sont disponibles que dans leur langue originale, anglais ou français ; un résumé du document est rédigé dans l'autre langue.Tout commentaire relatif à ce document peut être adressé au Centre de développement de l'OCDE, 2 rue André Pascal, 75775 PARIS CEDEX 16, France; ou à dev.contact@oecd.org. Les documents peuvent être téléchargés à partir de: http://www.oecd.org/dev/wp ou obtenus via le mél (dev.contact@oecd.org

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A Managerial Revolution?

Cited by 80 publications

References 22 publications

Sustainability in the Higher Education System: An Opportunity to Improve Quality and Image

Sustainability in the Higher Education System: An Opportunity to Improve Quality and Image

Governance and Performance in the German Public Research Sector

The Rationale for Higher Education Investment in Ibero-America

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