Leadership and Cooperation in Academia Reflecting on the Roles and Responsibilities of University Faculty and Management
Reflecting on the Roles and Responsibilities of University Faculty and Management
Edited by Roger Sugden, Marcela Valania and James R. Wilson
Chapter 6: From state to market via corruption: universities in an era of privatization
In this chapter, we will write about three sets of key agendas that have evolved in British academia in the past generation. These are: (1) its massification, marketization and privatization, (2) its ‘corporatization’ according to the ‘administrative creep’ determinants of ‘new public management’, and (3) the questionable ethics associated with the global procurement of students and research income. The chapter is written from the multiple perspectives of two authors – a UK academic who has worked in British academia for 40 years, beginning as a lecturer and ending as a research institute director; and a Japanese lecturer, who was once an international doctoral student studying changes in the UK academic system, and later recruited as ‘international staff’ to teach in the UK system. It may be worth noting that the recent transformation of the UK system contrasts with the Japanese system, which was changing rapidly by emulating the earlier UK reforms following ‘New Public Management’ (Ferlie et al., 1996), but has evolved relatively modestly in more recent years. The chapter is constructed as follows. First, following this Introduction, we begin by setting out the broad landscape of ‘marketization’ of higher education in different parts of the world.
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