The Impacts of University Management on Academic Work: Reform Experiences in Austria and Germany

Barbara M. Kehm; Ute Lanzendorf

doi:10.5771/0935-9915-2007-2-153

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
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mrev management revue , page 153 - 173

The Impacts of University Management on Academic Work: Reform Experiences in Austria and Germany

Autoren

Barbara M. Kehm Ute Lanzendorf

DOI
- doi.org/10.5771/0935-9915-2007-2-153
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

This contribution analyses the impacts of managerial governance on academic work, and more especially on research, comparing German and Austrian universities. First, recent reforms of university governance in the two countries are summarized. Second, the degree of implementation of managerial governance at universities is analysed as well as its effects on decision-making and on the organisation of research by individual academics, drawing on 39 interviews conducted in the 2 countries. Empirical evidence suggests that (a) managerial decision-making structures have been implemented at the central level; (b) deans basically see their role as protecting academics from pressures emanating from managerial interventions of university leadership; and (c) restrictions experienced by individual academics with respect to their personal research agendas are due to shortages of resources rather than to the newly- introduced mechanisms of external guidance or competitive pressure. As a conclusion, the growing importance of non-academically defined criteria for research performance is highlighted as a major consequence of the introduction of university management which could, in future, make traditional academic quality standards less relevant.
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