Table of Contents

Restructuring Welfare Governance

Restructuring Welfare Governance

Marketization, Managerialism and Welfare State Professionalism

Edited by Tanja Klenk and Emmanuele Pavolini

This innovative book explores the introduction and impact of marketization and managerialism in social policy by adopting a dual perspective, considering both governance and human resources. Welfare governance (e.g. welfare mix, regulation, employment conditions, customer involvement) has changed significantly in the past decade. The editors and contributors collectively assesses these processes not only by comparing different policy fields and countries, but also by taking a close look inside organizations, examining the coping strategies of professionals, and how they adapt to new models of governing welfare organizations.

Chapter 12: Interactions of governance and professionalism in higher education: a qualitative longitudinal study in the Netherlands, Sweden and the United Kingdom

Christine Teelken and Marian Thunnissen

Subjects: business and management, human resource management, education, management education, politics and public policy, public administration and management, social policy and sociology, comparative social policy, welfare states


Across Europe, within the current welfare state systems, the influence of new public management (NPM) and new public governance (NPG) is still evolving, particularly through the focus on governing performance in all aspects of management (Radin 2000). Concerning the higher education sector, NPM resulted into the adaptation and implementation of organizational strategies, structures, technologies, management instruments and values, features that are commonly found in the private business sector (Aucoin 1990; Deem 1998; Teelken 2004). European higher education systems are supposed to become more market oriented and universities should be able to compete for clients, funding and prestige, in order to meet the growing pressure to cut costs (Scharitzer and Korunka 2000; Christensen and Lægreid 2001). This occurs primarily through such instruments as pay-for-performance, performance appraisal, performance budgeting and performance indicators. While these developments have been going on for about 15 years, their actual effects are now increasingly visible at organizational and individual level. Consequently, we are increasingly familiar with a higher education sector that features a mix of elements, including hierarchy, networks, market orientation and self-organizing, demanding increased levels of transparency and accountability.

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