Leadership and Cooperation in Academia
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Leadership and Cooperation in Academia

Reflecting on the Roles and Responsibilities of University Faculty and Management

Edited by Roger Sugden, Marcela Valania and James R. Wilson

Across the world academic institutions are being questioned by their stakeholders and pressured to change. Answering these questions requires that academics and professional managers in universities think about their work, its value and organisation. The book highlights the need for space and stimulus to reflect on the responsibilities, roles and expectations that they identify for themselves, and that others place upon them – then, they might be better able to understand and to act. Similarly, policymakers and higher education commentators need the space and stimulus to reflect on the role of universities. This book will provide this space and an invaluable contribution to the stimulus.
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Chapter 7: Marketization and alienation in academic activity

Sonja Grönblom and Johan Willner


This chapter analyses the consequences for work motivation, employment and performance when a university is reorganized by the principles of the market, i.e. by marketization. In the context of public sector and nonprofit organizations, marketization means attempts to improve economic performance through the alleged superiority of private sector practices (Lynch, 2006). Marketization is for example believed to strengthen customer orientation and cost awareness (Jongbloed, 2003). Few organizations offer a more striking contrast between old and new principles than the university. There is a rich descriptive literature on university reforms, but few studies have seriously questioned their advantages by applying microeconomics. Our purpose is therefore to analyse how such dimensions of marketization as economic rewards and punishments, more powerful managers and eroded employment protection might affect the performance of a university in its core tasks, the work efforts of its employees and the size of its staff.

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