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Managerial reforms, institutional complexity and individuals: an empirical analysis of higher education

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Abstract

Many reforms have aimed at introducing and developing managerial tools in public organisations. However, their limited degree of translation is still unexplained. The purpose of this paper is to explore how individuals face managerial reforms using the frame of institutional logics. In particular, the paper analyses to what extent individuals identify opportunities and constraints associated with the reforms depending on the institutional logics they activate. The paper attains this aim by analysing the performance management system of teaching activities introduced by an Italian national reform (Act 240/2010). A qualitative approach was adopted by interviewing presidents of programmes and teaching managers of two Italian universities. Findings reveal that the multiple and competing logics existing in public organisations have strong influences on individuals’ reactions to new managerial practices. The reforms put internal contradictions between multiple individual goals and identities in the spotlight so that the same reform contains a plurality of organisational and managerial consequences.

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Acknowledgements

ACTS: Law n. 240/2010 “Norme in materia di organizzazione delle università, di personale accademico e reclutamento, nonchè delega al Governo per incentivare la qualità e l'efficienza del sistema universitario.”—“Rules on Academic Organisation, personnel and recruiting, and delegation to the Government to improve quality and efficiency of the University System” . Ministerial Decree 6/2019 “Decreto autovalutazione, valutazione, accreditamento iniziale e periodico delle sedi e dei corsi di studio”—Decree on Self-evaluation, evaluation, initial and periodic accreditation of venues and programs”. The authors are grateful to the two anonymous reviewers for their suggestions and to all the interviewees for their availability.

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Author information

Authors and Affiliations

  1. Department of Management, University of Bergamo, Via dei Caniana 2, Bergamo, Italy

    Silvia Pilonato

  2. Department of Economics and Business Science, University of Cagliari, Via Sant’Ignazio da Laconi, 17, Cagliari, Italy

    Patrizio Monfardini

Authors
  1. Silvia Pilonato
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  2. Patrizio Monfardini
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The authors declare that the paper is the result of their joint work in equal parts.

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Correspondence to Patrizio Monfardini.

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Appendix A. Interview overview

Appendix A. Interview overview

Role

Date

Length

TM

27/04/2017

24 min

TM

28/03/2017

45 min

TM

04/05/2017

48 min

TM

05/05/2017

46 min

TM

11/05/2017

56 min

HoP at bachelor level

29/03/2017

40 min

HoP at master and bachelor level

08/05/2017

59 min

HoP at bachelor level

08/03/2017

78 min

HoP at bachelor level

13/03/2017

33 min

HoP at master and bachelor level

02/05/2017

Transcribed

HoP at master and bachelor level

09/05/2017

42 min

HoP at bachelor level

11/05/2017

33 min

HoP at bachelor level

04/05/2017

33 min

HoP at bachelor level

11/05/2017

60 min

HoP at master and bachelor level

12/05/2017

52 min

HoP at master level

22/06/2017

40 min

HoP at bachelor level

14/06/2017

58 min

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Pilonato, S., Monfardini, P. Managerial reforms, institutional complexity and individuals: an empirical analysis of higher education. J Manag Gov 26, 365–387 (2022). https://doi.org/10.1007/s10997-021-09621-6

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  • DOI: https://doi.org/10.1007/s10997-021-09621-6

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