Mutuality, Metaphor and Micropolitics in Collaborative Governance: a Joint Venture in UK Higher Education

Abstract

As market‐led higher education systems become the ‘new normal’, a wider variety of organisational forms is likely to emerge. This paper reports on the findings of a qualitative and historical study that aimed to explore the meaning of collaborative governance in a unique and long‐standing higher education joint venture in England. Semi‐structured interviews were conducted with senior‐level stakeholders from both participating institutions: architects of the joint venture, institutional leaders and faculty managers. Interviewees frequently referred to the metaphor of marriage and described the institutions as partners who don't live together but have responsibility for the children! The paper offers reflective insights on governance, leadership and management and highlights the tensions of balancing mutual interests, the use of metaphor to make sense of critical incidents and the role of micropolitics of enacting leadership at multiple levels. The paper contributes to conceptual understanding and knowledge of collaborative governance in higher education.

Improving entrepreneurship education in primary schools: a pioneer project

“…For co-production studies, the implications are twofold. First, the research contributes to the study of collaboration in the context of education, showing that scholars’ efforts are important, as suggested by Henderson and Trede (2017), Eldridge et al (2018), Ross and Woodfield (2017), O’Toole and Meier (2004) and Paletta (2012). The significance of adopting a co-production approach was evident during the entire project that represents a best practice in addressing the crisis of school dropouts, in sharing and valorising stakeholder competencies, involving parents and collaborating with teachers.…”

“…An ideal approach would include a collaborative approach with multiple stakeholders for public service production and the response of failures of policy implementation and high cost of public regulation (Ansell and Gash, 2008). This approach has recently found application in education (Eldridge et al , 2018; Henderson and Trede, 2017; Ross and Woodfield, 2017; Palmér and Johansson, 2018). This has led to the improvement of social capital, shared meaning, trust among participants and public problem-solving ability (Leach and Sabatier, 2005; Rogers and Weber, 2010), from the ideating public service to production and delivery (Loeffler and Bovaird, 2016; Osborne et al , 2016; Paletta, 2012; Pestoff et al , 2006).…”

Applying knowledge management to planning joint-use facilities: the ImaginOn library and theater

“…In higher education in England, it has been found that tensions may need to be resolved when balancing mutual interests among or between joint ventures in educational j JOURNAL OF KNOWLEDGE MANAGEMENT j organizations (Ross and Woodfield, 2017). Conceptual understanding and knowledge about collaborations may include shared metaphors, such as "marriage" between partners.…”