Abstract
University autonomy and performance orientation have been the central points of the French higher education modernisation reforms since the 1990s. These reforms have met with criticism and opposition from academics for introducing new values and professional norms that they argue are incompatible with the academic profession. The present research analyses the experience of French academics from three public universities of the new, performance-oriented management model. It explores academics’ perception of the effects of this evolution on their professional identity. Thirty-seven semi-structured interviews were analysed using NVivo software. The results show that the new governance model stressing managerialism with an empowered president, combined with the growing importance of performance measurement systems, has created tensions between traditional norms, values, and practices on the one hand and the objectives and culture of the emerging formal institutional structure and management on the other. The research sheds light on an important value conflict in the context of the transformation of academic identity as a result of the competitive and performance-oriented culture. This evolution has influenced (at least partially) the way academics perceive their profession and reduced the admiration they had before.
Similar content being viewed by others
Notes
Project-based funding schemes continued to grow after the ANR even though their participation in the total public research budget remained limited, contrary to the case in some other European countries, like the UK, the Netherlands, or Germany. The French Supreme Audit Institution estimates that recurrent (non-competitive) funding continues to cover more than 82% of institutions’ research budgets (Cour des comptes, 2013).
Competition is also expressed at departmental and organisational levels. They compete for public and private funding and for better international visibility as indicated by their position in international university rankings.
References
Alvesson, M., & Spicer, A. (2016). Un) Conditional surrender? Why do professionals willingly comply with managerialism. Journal of Organizational Change Management, 29(1), 29–45
Alvesson, M., Ashcraft, K. L., & Thomas, R. (2008). Identity Matters: Reflections on the Construction of Identity Scholarship in Organization Studies. Organization, 15(1), 5–28
Alvesson, M., & Sandberg, J. (2013). Has management studies lost its way? Ideas for more imaginative and innovative research. Journal of Management Studies, 50(1), 128–152
Argento, D., & van Helden, J. (2020). Are public sector accounting researchers going through an identity shift due to the increasing importance of journal rankings?, Presented at JMG and SIW SIDREA Virtual Workshop “Governance and performance in universities: a missing link?“, November, 16th, 2020
Argento, D., Dobija, D., & Grossi, G. (2020). The disillusion of calculative practices in academia. Qualitative Research in Accounting and Management, 17(1), 1–17. https://doi.org/10.1108/QRAM-12-2019-0130
Ashforth, B. E., Harrison, S. H., & et Corley, K. G. (2008). Identification in organizations: An examination of four fundamental questions. Journal of Management, 34(3), 325–374
Bartoli, A., & Hermel, P. (2007). « Quelle compatibilité entre “orientation-client” and service public ? » Politiques and management public, vol. 24, n°3, p.13-28
Baumgartner, E., & Solle, G. (2009). « Le pilotage universitaire en mutation: résistance(s) and participation des acteurs. Communication au troisième congrès de l’AFS « Gestion and Violence »
Bénet, N., & Ventolini, S. (2019). L’identification organisationnelle au sein des banques coopératives. Revue francaise de gestion, 280(3), 9–27
Benzerafa-Alilat, M., Garcin, L., Gibert, P. et, & Guegnon, J. F. (2011). Le Management Par Objectifs Met-il fin à l’ambiguïté dans la gestion publique? Politiques et Management Public, 28(3), 353–389. doi:https://doi.org/10.3166/pmp.28.353-389
Brunsson, N., & Sahlin-Andersson, K. (2000). Constructing organizations: the exemple of public sector reform. Organization Studies, 21(4), 721–746
Bryman, A. (2008). Social research methods (3rd ed.). Oxford: Oxford University Press
Carollo, L., & Guerci, M. (2017). ‘Activists in a suit’: Paradoxes and metaphors in sustainability managers’ identity work. Journal of Business Ethics, 148(4), 1–20
Chatelain-Ponroy, S., Mignot-Gérard, S., Musselin, C., & Sponem, S. (2018). Is Commitment to Performance-based Management Compatible with Commitment to University “Publicness”? Academics’ Values in French Universities. Organization Studies, 39(10), 1377–1401
Chreim, S., Williams, B. E., Bernie, & Hinings, C. R. (2007). (Bob). Interlevel Influences on the Reconstruction of Professional Role Identity. Academy of Management Journal, 50(6), 1515–1539. https://doi.org/10.5465/AMJ.2007.28226248
Clark, B. R. (2001). “Creating Entrepreneurial Universities: Organizational Pathways of Transformation”. Surrey, UK: Pergamon Press., Première edition, 1998
Craig, R., Amernic, J., & Tourish, D. (2014). Perverse audit culture and accountability of the modern public university. Financial Accountability and Management, 30(1), 1–24
Deem, R., Hillyard, S., & Reed, M. (2007). Knowledge, higher education and the new managerialism: The changing management of UK universities. Oxford, UK: Oxford University Press
Drucker-Godard, C., Fouque, T., Gollety, M., & Le Flanchec, A. (2013). Le ressenti des enseignants-chercheurs: un conflit de valeurs. Gestion et Management Public, 1(4), 4–22
Dubar, C. (1998). La socialisation, Construction des identités sociales et professionnelles,Armand Colin,256pages
Fumasoli, T., Gornitzka, A., & Maassen, P. (2014). “University Autonomy and Organizational Change Dynamics”, ARENA Working Paper 8/2014
Gendron, Y. (2008). Constituting the academic performer: The spectre of superficiality and stagnation in academia. European Accounting Review, 17(1), 97–127
Gibert, P. (2012). « Les ambigüités de l’indépendance and la légitimation”, Communication au 2ème colloque AIRMAP, Paris, 5 and 6 December 2012
Grossi, G., Kallio, K. M., Sargiacomo, M., & Skoog, M. (2019). Accounting, performance management systems and accountability changes in knowledge-intensive public organizations: A literature review and research agenda. Accounting, Auditing and Accountability Journal, 33(1), 256–280
Hamilton, M. L. (2000). Diving into the reflecting pool: Integrity, trustworthiness, and passion in the actions of teacher educators. In the Making a difference through reflective practices: Values and actions proceedings of the first Carfax international conference of reflective practice, University College, Worcester, England
van Helden, J., & Argento, D. (2020). New development: Our hate–love relationship with publication metrics. Public Money and Management, 40(2), 174–177. https://doi.org/10.1080/09540962.2019.1682353
Humphrey, C., & Gendron, Y. (2015). What is going on? The sustainability of accounting academia. Critical Perspectives on Accounting, 26, 47–66
Kallio, K., Kallio, T. J., & Grossi, G. (2017). Performance measurement in universities: ambiguities in the use of quality versus quantity in performance indicators. Public Money and Management, 37(4), 293–300. DOI:https://doi.org/10.1080/09540962.2017.1295735
Kure, N., Nørreklit, H., & Røge, K. M. (2021). Objective and results-based management of universities: Constructing reality or illusions? Financial Accountability and Management, 37(2), 204–230. https://doi.org/10.1111/faam.12251
Lechuga, V. M. (2006). The Changing Landscape of the Academic Profession: The Culture of Faculty at For-Profit Colleges and Universities” (p. 234). New York and London: Routledge
Mintzberg, H. (2004). « Le management: voyage au centre des organisations », Edition d’Organisations, Second edition, 704 pages
Muncie, J. (2006). Discourse Analysis. In V. Jupp (Ed.), The SAGE dictionary of social research methods. London: SAGE Publications Ltd.
Musselin, C. (2001). La longe marche des universités française, Paris PUF, 218 pages
Musselin, C. (2017). La grande course des universités. Paris, France: Presses de Sciences Po
Nørreklit, L., Jack, L., & Nørreklit, H. (2019). Moving towards digital governance of university scholars: Instigating a post-truth university culture. Journal of Management and Governance, 23(4), 869–899. https://doi.org/10.1007/s10997-019-09489-7
Oliver, A. L., & Sapir, A. (2017). Shifts in the organization and profession of academic science: the impact of IPR and technology transfer. Journal of Professions and Organization, 4(1), 36–54. https://doi.org/10.1093/jpo/jow012
Olsen, J. P. (2007). “The Institutional Dynamics of the European University”. In P. Maassen, & J. P. Olsen (Eds.), University Dynamics and European Integration (pp. 25–55). Dordrecht: Springer
Parker, L. D. (2002). It’s been a pleasure doing business with you: A strategic analysis and critique of university change management. Critical Perspectives on Accounting, 13(5–6), 603–619
Petitjean, J. L., Ory, J. F., & Come, T. (2014). « Entre besoins internes and exigences externes, la difficile mise en oeuvre d’un contrôle de gestion à l’université », Recherches en Sciences de Gestion, 2014/4 N° 103, p.141–160. DOI: https://doi.org/10.3917/resg.103.0141
Pettigrew, A. (1990). Longitudinal field research on change: Theory and practice. Organization Science, 1(3), 267–292. https://doi.org/10.1287/orsc.1.3.267
Pianezzi, D., Nørreklit, H., & Cinquini, L. (2020). Academia After Virtue? An Inquiry into the Moral Character(s) of Academics. Journal of Business Ethics, 167(3), 571–588. https://doi.org/10.1007/s10551-019-04185-w
Pratt, M. G., Rockmann, K. W., & Kaufmann, J. B. (2006). Constructing Professional Identity: The Role of Work and Identity Learning Cycles in the Customization of Identity Among Medical Residents. Academy of Management Journal, 49(2), 235–262. https://doi.org/10.5465/AMJ.2006.20786060
Sainsaulieu, R. (1977). L’identité au travail, 3ème édition 1988, Les Presses de Sciences Po, 480 pages
Sammarra, A., & Biggiero, L. (2001). Identity and Identification in Industrial Districts. Journal of Management and Governance, 5(1), 61–82. https://doi.org/10.1023/A:1017937506664
Seeber, M., Lepori, B., Montauti, M., Enders, J., De Boer, H., Weyer, E., Bleikkie, I., et al. (2014). European Universities as Complete Organizations? Understanding Identity, Hierarchy and Rationality in Public Organizations. Public Management Review, 17(10), 1–31. doi:https://doi.org/10.1080/14719037.2014.943268
Slaughter, S., & Rhoades, G. (2004). Academic Capitalism and the New Economy: Markets, State and Higher Education. Baltimore, MD: The Johns Hopkins University Press
Tandilashvili, N. (2016). « Le managérialisme et l’identité universitaire. Le cas de l’université française », Doctoral dissertation, University Paris Nanterre, http://www.theses.fr/2016PA100090
Tandilashvili, N. (2022). La transformation de l’université française. La perception des universitaires. Gestion et Management Public, 10(1). (in press)
Ter Bogt, H. J., & Scapens, R. W. (2012). Performance Management in Universities: Effects of the Transition to More Quantitative Measurement Systems. European Accounting Review. DOI:https://doi.org/10.1080/09638180.2012.668323
Vinokur, A. (2008). La loi relative aux libertés and responsabilités des universités: essai de mise en perspective, Revue de la régulation: Capitalisme, Institutions, Pouvoirs, N°2
Wells, P., & Ingley, C. (2019). Governance and leadership implications for academic professionals in the era of technological disruption. Journal of Management and Governance, 23(1), 21–32. https://doi.org/10.1007/s10997-018-9424-x
White, K., Carvalho, T., & Riordan, S. (2011). Gender, Power and Managerialism in Universities. Journal of Higher Education Policy and Management, 33(2), 179–188. DOI: https://doi.org/10.1080/1360080X.2011.559631
Author information
Authors and Affiliations
Corresponding author
Ethics declarations
Not Applicable
Additional information
Publisher’s Note
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Rights and permissions
About this article
Cite this article
Tandilashvili, N., Tandilashvili, A. Academics’ perception of identity (re)construction: a value conflict created by performance orientation. J Manag Gov 26, 389–416 (2022). https://doi.org/10.1007/s10997-022-09627-8
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s10997-022-09627-8