Edited by Ellen Hazelkorn, Hamish Coates and Alexander C. McCormick
Chapter 41: Emerging trends in higher education governance: reflecting on performance, accountability and transparency
This chapter examines performance and accountability as they relate to emerging governance trends in higher education. It locates the discussion within the context of neoliberalism and the institutional responses to the logics of this paradigm. We address the ways in which accountability and performance are being governed both internally and in institutions’ external stakeholder relations, including governments. Four models of governance and governance strategies are discussed as emerging trends in higher education: responsibility centered management (RCM), entrepreneurial university, knowledge transfer and technological commercialisation, and universities’ role in regional economic development. We posit that these emerging models are accommodations in the academy that are based on the economic perspective of higher education and that they are in conflict with existing traditional logics of collegiality, the nature of research conducted, and community of scholars. We argue that these competing logics coexist, thereby creating hybrid models of governance. The chapter concludes with recommendations for future research.
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