Organizational Fields and Competitive Groups in Higher Education: Some Lessons from the Bachelor/Master Reform in Germany

Georg Krücken

doi:10.5771/0935-9915-2007-2-187

Contents
- Chapter Expand | CollapseAuthorsPage
- 91–94 Titelei/Inhaltsverzeichnis 91–94
- 95–101 Managing Higher Education: Introduction Gerd Grözinger, Roberto Rodríguez-Gómez Gerd Grözinger, Roberto Rodríguez-Gómez 95–101
- 102–116 German Universities as State-sponsored Co-operatives Alexander Dilger Alexander Dilger 102–116
- 117–137 Future University in Present Times: Autonomy, Governance and The Entrepreneurial University Eduardo Ibarra-Colado Eduardo Ibarra-Colado 117–137
- 138–152 Leadership Turnover among University Presidents Heinke Röbken Heinke Röbken 138–152
- 153–173 The Impacts of University Management on Academic Work: Reform Experiences in Austria and Germany Barbara M. Kehm, Ute Lanzendorf Barbara M. Kehm, Ute Lanzendorf 153–173
- 174–186 Reform of Higher Education and the Return of ‘Heroic’ Leadership: The Case of Denmark Stephen Carney Stephen Carney 174–186
- 187–203 Organizational Fields and Competitive Groups in Higher Education: Some Lessons from the Bachelor/Master Reform in Germany Georg Krücken Georg Krücken 187–203
- 204–219 Student Relationship Management in Germany – Foundations and Opportunities Andreas Hilbert, Karoline Schönbrunn, Sophie Schmode Andreas Hilbert, Karoline Schönbrunn, Sophie Schmode 204–219
- 220–241 The Singularity of the German Doctorate as a Signal for Managerial Talent: Causes, Consequences and Future Developments Egon Franck, Christian Opitz Egon Franck, Christian Opitz 220–241
- 242–244 New Books 242–244
Durchsuchen Sie das Werk
Geben Sie ein Keyword in die Suchleiste ein
CC-BY Access

mrev management revue , page 187 - 203

Organizational Fields and Competitive Groups in Higher Education: Some Lessons from the Bachelor/Master Reform in Germany

Autoren

Georg Krücken

DOI
- doi.org/10.5771/0935-9915-2007-2-187
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

The implementation of the Bachelor and Master reform in German universities happens at a surprisingly rapid pace. Apparently, a higher education system which by most observers is characterized as being reluctant to change can quickly embrace the Bologna process, which aims at a common European higher education area until 2010. In this article the main driving-forces underlying the rapid reform process are identified with the help of some conceptual tools from the new institutionalism in organizational analysis and based on qualitative empirical research. According to my analysis, the process can only be explained by the strong interactions within an "organizational field". Among the organizations involved, the state as a coercive actor seems to be the single most important driving-force. In addition, one can witness a stronger role for accountability and leadership in universities and the emergence of new regulatory actors like accreditation agencies. As the Bachelor and Master reform is rather implemented in a "top down" way, "bottom up" competitive processes among universities play a weaker role than expected. The "competitive groups", in which universities position themselves with regard to students are mostly regional. This opens up further questions with regard to the effects of the Europeanization of higher education.
Share