2017
DOI: 10.1080/13583883.2017.1371217
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Professional higher education institutions as organizational actors

Abstract: Organizational actorhood is a term that has gained prominence in literature about higher education as a way to describe some of the key global change processes with emphasis on organizational accountability, formalization of structure, focus on goal definition and managerialism. At the same time, there is less knowledge about how organizational actorhood is constructed in professional higher education institutions. Based on over 100 interviews and document studies of two case institutions, this article argues … Show more

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Cited by 13 publications
(5 citation statements)
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“…Diverse F-type research quality notions are likely to permeate any given research organisation. At the same time, S-type quality notions can enter research organisations through increasing professionalization of management and leadership (Gornitzka and Larsen 2004;Sauder and Espeland 2009;Elken and Røsdal 2017).…”
Section: Research Organisations and Quality Notionsmentioning
confidence: 99%
“…Diverse F-type research quality notions are likely to permeate any given research organisation. At the same time, S-type quality notions can enter research organisations through increasing professionalization of management and leadership (Gornitzka and Larsen 2004;Sauder and Espeland 2009;Elken and Røsdal 2017).…”
Section: Research Organisations and Quality Notionsmentioning
confidence: 99%
“…Furthermore, different types of HEIs -varying in structural conditions -compete within the same international marketplace for higher education (e.g. Elken & Rosdal, 2017). This competition is particularly evident when comparing public and private universities.…”
Section: The Relevance Of Measuring Reputation For the Management Of ...mentioning
confidence: 99%
“…Aunque muchos de los problemas que se han comentado no son nuevos en el entorno de la educación superior, los factores sociales, tecnológicos, económicos y políticos están impulsando el cambio y desafiando sus estructuras y estrategias tradicionales (Elken & Røsdal, 2017;Fumasoli & Stensaker, 2013;Pusser & Ordorika, 2001).…”
Section: Retos Y Dificultadesunclassified