Managerialism: an ideal type

Shepherd, Sue

doi:10.1080/03075079.2017.1281239

Cited by 133 publications

(88 citation statements)

References 29 publications

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“…A managerial feature is the shift from input and processes to output and outcomes (Shepherd 2017), something that is visible in our results. It is clear that the newspapers tend to focus on output rather than the processes getting them there.…”

Section: Discussionmentioning

confidence: 52%

Conditional Autonomy

Waldenström

Wiik

Andersson

2018

Journalism Practice

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Current developments in the Swedish news business have resulted in clashes between the professional stands of journalists and the incentives of their managers, or-from a theoretical perspective-a confrontation between discourses of journalistic professionalism and managerialism. While professionalism includes values of autonomy, self-regulation and public interest, managerialism on the other hand promotes business ideals, standardisation and organisational efficiency. Above all, it promotes a centralised management model of line control at the cost of collegial decision-making and peer review. But what does this mean in practice? In what situations does the negotiation between those discourses arise in everyday news work and how does it affect the autonomy of journalists? This paper aims to answer those questions by focusing on the experiences of Swedish journalists working in the tension field between professional and managerial discourses. This empirical study includes observation studies as well as interviews with journalists and their managers in four Swedish daily newspapers. The results clearly reveal a conditioned journalistic autonomy, and shows how professional ideals are tarnished. The economistic view of journalistic activities is forcefully and successfully implemented by management.

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Section: Discussionmentioning

confidence: 52%

Conditional Autonomy

Waldenström

Wiik

Andersson

2018

Journalism Practice

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“…The REF and associated institutional strategies are part of a larger shift towards a more managerialist approach in universities (Deem, Hillyard, and Reed 2007). Managerial strategies influencing academic writing can be historically located as part of the shift to a New Public Management orientation in the governance of universities and other public services in the UK and in other Northern European countries (Shepherd 2017;Morphew, Fumasoli and Stensaker 2018), introducing practices and concepts from industry and private enterprise, such as efficiency and effectiveness, into the public sector. More broadly, this is part of a neoliberal perspective which shapes the understanding of the purpose of universities as being primarily to support the socioeconomic development of the country.…”

Section: Managerialism In Universitiesmentioning

confidence: 99%

The genre regime of research evaluation: contradictory systems of value around academics’ writing

Tusting

2018

Language and Education

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This article addresses how academics navigate different kinds of prestige and different systems of value around what 'counts' in academic writing, focusing particularly on the impact of the genre regime associated with research evaluation in the UK Research Excellence Framework (REF). It draws on data from an Economic and Social Research Council (ESRC)-funded project working with academics across different disciplines and different institutions in England. We interviewed people about their writing practices several times, exploring their practices, life histories, institutional contexts, and the tools and resources they draw on as they write. Academics' research writing is framed within explicit institutional and departmental strategies around the numbers and publication venues of research outputs, driven by institutions' need to succeed in the national competitive research evaluation system. Such institutional strategies do not always map well onto other values systems in which academics have been trained and within which they locate themselves. The articles analyses the interviews we carried out, exploring how academics negotiate tensions between these systems of value and considering the implications of this for what is considered to be important in academic work and, therefore, what it means to be an academic.

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“…This has led some authors to conclude that the first‐among‐equals academic leadership typical of a collegial culture has been ‘consumed’ by a corporate management assumption of the right to manage based on a position in the management hierarchy (Yielder & Codling, , p. 319). The more hierarchical management approach and full‐time managerial conception of the DVC and PVC role evidenced here, coupled with the legitimation of academic management as a career, have arguably increased the likelihood that post holders will be willing to assert their right to manage—a key tenet of managerialism (Shepherd, ). Certainly, Jarratt's call for those in senior positions to act as managers as well as intellectual leaders appears to have been heeded.…”

Section: Discussionmentioning

confidence: 99%

Managerialism: an ideal type

Cited by 133 publications

References 29 publications

Conditional Autonomy

Conditional Autonomy

The genre regime of research evaluation: contradictory systems of value around academics’ writing

Strengthening the university executive: The expanding roles and remit of deputy and pro‐vice‐chancellors

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