The Higher Education Managerial Revolution?Alberto Amaral, V.L. Meek, I.M. Larsen Springer Science & Business Media, 31 Ê.¤. 2003 - 296 ˹éÒ Hedda, founded on 1 January 2001, is a consortium of nine European centres and institutes devoted to research on higher education (see web site: www. uv. uio. nolhedda). Theconsortium·saims are to strengthen the relationship between higher education research and practice, organise and support available academic expertise, and further knowledge on higher education in Europe in such a way that it becomes more accessible and visible at the supranational and international levels. To contribute to the consortium's objectives CIPES, one of its member institutes, and Hedda have taken a new initiative in the field of research on higher education, that is, an annual seminar focused on one specific topic of research. The topic is determined by the Hedda Board from among the most burning issues of present day higher education policies. The tirst seminar was a four-day scientific event on Governance Structures in Higher Education Institutions. The seminar was held along the banks of the Douro River, Portugal, on 13-17 October 2001. The second seminar focused on the Emergence of Managerialism in Higher Education Institutions and took place at the same location on 4-9 October 2002. The theme of the third seminar is Markets in Higher Education to be held 2-6 October 2003. Participation in the seminars is limited to select Hedda researchers and invited researchers of international standing, all of whom are active in the research theme of each particular seminar. |
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˹éÒ xi
... accompanying ideologies . This focus led to lively presentations and discussions during the second Douro seminar and it provides the underlying framework for this book . This second seminar emphasised that a number of trends have xi ...
... accompanying ideologies . This focus led to lively presentations and discussions during the second Douro seminar and it provides the underlying framework for this book . This second seminar emphasised that a number of trends have xi ...
˹éÒ 4
... discussion of the conceptual and theoretical bases to understanding recent changes in higher education governance and management is taken up in chapter 1 and the conclusion to this volume , it is important to note that a unified ...
... discussion of the conceptual and theoretical bases to understanding recent changes in higher education governance and management is taken up in chapter 1 and the conclusion to this volume , it is important to note that a unified ...
˹éÒ 5
... discuss the legitimacy of NPM in some detail . The following section looks at definitions and terminology , drawing ... discussions of higher education management . The first pitfall common to many higher education discussions concerns ...
... discuss the legitimacy of NPM in some detail . The following section looks at definitions and terminology , drawing ... discussions of higher education management . The first pitfall common to many higher education discussions concerns ...
˹éÒ 8
... discussion of higher education management needs to be set within the broader context of NPM , if for no other reason than the prominence that both practitioners and policy makers have given the movement in recent years . NPM and related ...
... discussion of higher education management needs to be set within the broader context of NPM , if for no other reason than the prominence that both practitioners and policy makers have given the movement in recent years . NPM and related ...
˹éÒ 10
... discussion in the public sector for the last two decades , NPM has failed to deliver on many of its promises , and cracks are appearing in its intellectual and ideological foundations . Initial success of NPM in delivering economic ...
... discussion in the public sector for the last two decades , NPM has failed to deliver on many of its promises , and cracks are appearing in its intellectual and ideological foundations . Initial success of NPM in delivering economic ...
à¹×éÍËÒ
An Interpretation of the Introduction of New Management Structures in Higher Education | 31 |
THE CASE OF UNIVERSITIES | 55 |
DEPARTMENTAL LEADERSHIP IN NORWEGIAN UNIVERSITIES IN BETWEEN TWO MODELS OF GOVERNANCE? | 71 |
The Colourful World of Management Reforms | 89 |
Transformation of Academic Management in Austrian Universities | 109 |
THE RISE OF ACADEMIC MANAGERIALISM IN PORTUGAL | 131 |
UNSTABLE HYBRIDITY AND THE COMPLICATIONS OF IMPLEMENTATION | 155 |
ENEMIES WITHIN AND WITHOUT | 179 |
THE ROLE OF THE INSTITUTION IN UNITED STATES HIGHER EDUCATION | 203 |
MANAGERIALISM WITHIN A FRAMEWORK OF COOPERATIVE GOVERNANCE? | 229 |
A CASE STUDY | 253 |
A MANAGERIAL REVOLUTION? | 275 |
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The Higher Education Managerial Revolution? Alberto Amaral,V.L. Meek,Ingvild Marheim Larsen,Waelgaard Lars ªÁºÒ§Êèǹ¢Í§Ë¹Ñ§Ê×Í - 2003 |
The Higher Education Managerial Revolution? Alberto Amaral,V.L. Meek,Waelgaard Lars ªÁºÒ§Êèǹ¢Í§Ë¹Ñ§Ê×Í - 2012 |
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