Academic boards: less intellectual and more academic capital in higher education governance?

Rowlands, Julie

doi:10.1080/03075079.2011.619655

Cited by 79 publications

(50 citation statements)

References 39 publications

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“…Some of these senates also play an important role in the budget process, but Canadian university senates have never had the significant role in resource allocation authority that Rowlands argues was once associated with the academic boards in Australia (Rowlands 2013). The emphasis of the senate's role in academic matters is particularly reflected in senate members' responses to the paired questions that asked about what the senate ''should do'' and what it actually ''does'' (see Table 3), although some figures may indicate that the senate is not doing what it is supposed to do (e.g., reviewing performance of the university in academic areas).…”

Section: Discussionmentioning

confidence: 97%

“…While the changing nature and role of academic governance are positioned as a key theme within the higher education literature, there has been surprisingly little empirical research on the role and work of academic senates or on changes in academic governance arrangements over time. Recent exceptions include empirical studies of academic boards in Australia, which document an increasing emphasis on quality assurance and a shift away from other types of academic decision-making (Rowlands 2013;Vilkinas and Peters 2014).…”

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confidence: 98%

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Assessing the role and structure of academic senates in Canadian universities, 2000–2012

et al. 2015

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Academic governance is an important dimension of institutional self-governance. This paper reports on the findings of a new study of university senates (academic councils) in Canadian universities in order to analyze changes in structure and in senate members' perceptions of the structure and role of senates over the last decade. Following the basic design of a similar study in 2000, this study reveals that there have been modest changes to the structure and organizational arrangements of many Canadian university senates over the last 10 years, including the rationalization and reform of the committee structures at many institutions. Findings of the study suggest the importance of senate orientation programming, the need for better oversight and assessment of academic quality, some confusion or ambiguity about the respective roles of board, senate and the administration, and continuing controversy about the proper role of the senate in strategic planning, financial, research, and fund-raising issues and activities.

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Section: Discussionmentioning

confidence: 97%

mentioning

confidence: 98%

Assessing the role and structure of academic senates in Canadian universities, 2000–2012

et al. 2015

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“…Naidoo 2004;Lingard and Rawolle 2011). This is evident with reduced numbers of academic and student and increased numbers of business representatives on university councils (Rowlands 2013). Internally, the field is increasingly porous not only due to greater seamlessness between the sectors of TAFE, universities and schools but also a blurring between public and private providers with the trend to privatisation (Marginson 2011).…”

Section: Research Quality and The Global Marketmentioning

confidence: 99%

Through a Glass Darkly: The Social Sciences Look at the Neoliberal University

Thornton¹

2015

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“…Boards and faculties have some reasons to be concerned, and not just in the United States (Rowlands, 2013). On the heels of investments in such areas as compliance, quality control, enrollment, and fundraising, academic management has focused on the training and hiring of a cadre of professionals in these fields.…”

Section: Inherent Needs For a New Modelmentioning

confidence: 99%

Whither Good Governance? Beyond the Current Malaise in Higher Education

Rowan¹

2016

UCER-A

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This paper outlines a model for governance based upon mutual respect among organizational stakeholders, which it calls rational and reasonable governance. The first section describes some of the inherent or unmet needs in many governance structures, sources of irrational or unreasonable governance, or more simply anti-governance. The second section describes several sources of rationality and reasonableness for the self-understanding of higher educational professionals. These sources of better governance address the inherent needs. The third section sketches a model of governance that reduces the sources of anti-governance and opens up synergies for academic professionals who choose to collaborate through revisioning and renewing their interactions. The paper concludes with a comment on the relationship between a rational and reasonable model of governance and institutional trust.

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Academic boards: less intellectual and more academic capital in higher education governance?

Cited by 79 publications

References 39 publications

Assessing the role and structure of academic senates in Canadian universities, 2000–2012

Assessing the role and structure of academic senates in Canadian universities, 2000–2012

Through a Glass Darkly: The Social Sciences Look at the Neoliberal University

Whither Good Governance? Beyond the Current Malaise in Higher Education

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