Skip to main content
SpringerLink
Log in

The chief and the ordinary professor: Decentralized and informal relationships as preconditions for strategic management in universities

  • Published:
Tertiary Education and Management Aims and scope Submit manuscript

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

References

  • Ahrne, G. (1997)De ofrivilliga passagerama. En analys av staten ur et organisationsteoretisk perspektiv (draft). Stockholm; SCORE, Stockholms Universitet.

  • Becher, T. (1989)Academic Tribes and Teritories. Intellectual Enquiry and the Culture of Discipline. Buckingham: The Society of Research in Higher Education and Open University Press.

    Google Scholar 

  • Becher, T. and Kogan M. (1992)Process and Structure in Higher Education. London: Routledge.

    Google Scholar 

  • Clark, B.R. (1996) ‘Case studies of innovative university. A progress report.’Tertiary Education and Management 2, 1. 52–61.

    Article  Google Scholar 

  • CRE (1987)CRE Handbook (draft).

  • Dalsgaard, L., Laursen, E. and Rasmussen, J.G. (1996)Ledelse, indflydelse og samarbejde pd universitetet (The University Management Survey) (in Danish). Aalborg: Aalborg University.

    Google Scholar 

  • Davis, J. (1995)The Jagiellonian University of Cracow, Poland. Meeting the Demands and Implications of a Market Economy. Cracow: European Rectors’ Conference.

  • Dearlove, J. (1995) ‘Collegiality, managerialism and leadership in English universities.’Tertiary Education and Management 1, 2. 161–169.

    Article  Google Scholar 

  • De Boer, H. (1996) ‘Changing institutional governance structures.’ In P.A.M. Maassen and F.A. van Vught (eds)Inside Academia. New Challenges for the Academic Profession. Utrecht: De Tijdstroom.

    Google Scholar 

  • De Jonghe, A.-M. (ed) (1997)Workshop — Strategic Management in European Universities. The Development of a Strategy Process Module. Leuven: ESMU.

    Google Scholar 

  • Geiger, R.L. (1990) ‘Organized research units. Their role in the development of university research.’Journal of Higher Education 61, 1. 1–17.

    Article  Google Scholar 

  • Geurts, P. and Maassen P. (1996) ‘Academic and institutional governance.’ In P.A.M. Maassen and F.A. van Vught (eds)Inside Academia. New Challenges for the Academic Profession. Utrecht: De Tijdstroom.

    Google Scholar 

  • Kyvik, S. and Larsen, I.M. (1993)Nye styringsformer pd instituttniveau. Oslo: NAVF.

    Google Scholar 

  • Neave, G. (1997)The European Dimension in Higher Education — An Historical Analysis. Background document to conference: The Relationship between Higher Education and the Nation State, 7th–9th April 1997. Enschede.

  • Nonaka, I. and Takeuchi, H. (1995)The Knowledge Creating Company. New York: Oxford University Press.

    Google Scholar 

  • Rasmussen, J.G. (1996)Strategical Considerations on Middle Management in Universities — The Learning Perspective. IMHR General Conference, Paris.

  • Weber, M. (1917)Wissenschaft als Beruf. Stuttgart; Philipp Reclam jun.

    Google Scholar 

  • Wittrock, B. (1997)The Modern University in a Historical Perspective. In Rasmussen, P. and Jakobsen, A. (eds.) Universitet i dag. Politik-kultur-lodelse. Gyeling: Samfundslitteratur. pp. 11–46.

    Google Scholar 

Further Reading

  • Argyris C. and Schon D. (1978)Organizational Learning. Reading, MA: Addison-Wesley.

    Google Scholar 

  • Bauer, M. (1995)Demands on Quality in a National Reform of Higher Education and Quality as Viewed by University Teachers and Leadership. 17th Annual EAIR Forum, Zürich.

  • Bertilsson, M. (1992) ‘From university to comprehensive higher Education: on the widening gap between “Lehre und Leben”.’Journal of Higher Education 24. 333–349.

    Article  Google Scholar 

  • Bleiklie, I. (1994)The New Public Management and the Pursuit of Knowledge. ECPR Joint Sessions of Workshops, Madrid. 17–22 April 1997.

  • Bleiklie, I. (ed) (1996)Kunnskap og makt. Norsk bøjere utdanning i endring. Otta: Tano Aschehoug.

    Google Scholar 

  • CRE/IMHE (1995)Materials for the Seminar for Newly Appointed Executive Heads of Universities. Cracow: Jagiellonian University.

    Google Scholar 

  • Enders, J. and Kehm, B.M. ‘Steering the German Higher education system,’Journal of Higher Education Management 6, 2. 137–148.

  • Enderud, H.G. (1977)Four Faces of Leadership in an Academic Organization. København: Erhvervsøkonomisk Forlag.

    Google Scholar 

  • Ghoshall, S. and Bartlett C.A. (1995) ‘Changing the role of top management.’Harvard Business Review, January–February. 133–143.

  • Goedegebuure, L. and de Boer H. (1996) ‘Governance and decision-making in higher education. Comparative aspects.’Tertiary Education and Management 2, 2. 160–169.

    Article  Google Scholar 

  • Harvard Graduate School Of Education (1996)Materials for the 1996 Management Development Program. Cambridge, MA: Harvard University.

    Google Scholar 

  • Kogan, M. (1996)Academics and Administrators in Higher Education. CHER Conference, Turku.

  • Maassen, P.A.M. (1996a) ‘The concept of culture and higher education.’Tertiary Education and Management 2, 2. 153–159.

    Article  Google Scholar 

  • Maassen, P.A.M. (1996b)Governmental Steering and the Academic Culture. The Intangibility of the Human Factor in Dutch and German Universities. Utrecht: De Tijdstroom.

    Google Scholar 

  • Maassen, P.A.M. and van Vught, F.A. (eds) (1996)Inside Academia. New Challenges for the Academic Profession. Utrecht: De Tijdstroom.

    Google Scholar 

  • McLaughlin, J.B. (1993) ‘Leadership: a wide-angle lens.’Harvard Institute for Higher Education Newsletter, December, 2, 2. 1–3.

    Google Scholar 

  • Mintzberg, H. (1994a)Rounding Out the Manager’s Job. Montreal: Faculty of Management, McGill University.

    Google Scholar 

  • Mintzberg, H. (1994b)The Rise and Fall of Strategic Planning. Englewood Cliffs, NJ: Prentice Hall.

    Google Scholar 

  • Rasmussen, J.G. (1994) ‘Strategisk Ledelse af Universiteter. Muligheder og begrænsninger (Strategic Management in Universities. Possibilities and Delimitations).’Nordic Administrative Journal 75, 2. 120–136.

    Google Scholar 

  • Rasmussen, J.G. (1995a) ‘Management in Danish universities — new legislation and organizational change.’Journal of Higher Education Management 7, 3. 335–344.

    Google Scholar 

  • Rasmussen, J.G. (1995b)Managing Universities — The Danish Case. Aalborg: Department of Business Studies, Working Paper 4.

    Google Scholar 

  • Scott, P. (1996) ‘University governance and management. An analysis of the system and institutional level changes in Western Europe.’ In P.A.M. Maassen and F.A. van Vught (eds)Inside Academia. New Challenges for the Academic Profession. Utrecht: De Tijdstroom.

    Google Scholar 

  • Scott, W.R. (1995)Institutions and Organizations. Thousand Oaks: Sage Publications.

    Google Scholar 

  • Trow, M. (1993) ‘Federalism in American higher education.’ In A. Levine (ed)Higher Learning in America 1980–2000. Baltimore: The John Hopkins University Press.

    Google Scholar 

  • Van Vught, F.A. (1996)State Regulation in Higher Education. Enschede: CHEPS, University of Twente.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. the Department of Business Studies, Aalborg University, Fibigerstraede 4, 9200, Aalborg Øst, Denmark

    Jørgen Gulddahl Rasmussen (Associate Professor)

Authors
  1. Jørgen Gulddahl Rasmussen
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

About this article

Cite this article

Rasmussen, J.G. The chief and the ordinary professor: Decentralized and informal relationships as preconditions for strategic management in universities. Tert Educ Manag 4, 38–47 (1998). https://doi.org/10.1007/BF02679395

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/BF02679395

Keywords

Search

Navigation