Governance of governance in higher education: the case of Portugal - António Magalhães, Amélia Veiga, Sofia Sousa, Filipa Ribeiro and Alberto Amaral
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Governance of governance in higher education: the case of Portugal - António Magalhães, Amélia Veiga, Sofia Sousa, Filipa Ribeiro and Alberto Amaral

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Governance of governance in higher education: the case of Portugal - António Magalhães, Amélia Veiga, Sofia Sousa, Filipa Ribeiro and Alberto Amaral Governance of governance in higher education: the case of Portugal - António Magalhães, Amélia Veiga, Sofia Sousa, Filipa Ribeiro and Alberto Amaral Presentation Transcript

  • IMHE – General Conference Paris 17-19 SeptemberGovernance of governance in higher education: the case of Portugal António Magalhães, Amélia Veiga, Sofia Sousa, Filipa Ribeiro and Alberto Amaral (CIPES)
  • • Problem: Increasing autonomy of public institutions (Universities 1988 and Polytechnics 1990) enhances the efficiency of decision- making processes and the capacity of institutions to respond more effectively to changes which raises the issue of institutional meta-governance.
  • • Goal:. To analyse the reaction of Portuguese universities to the impact of NPM embedded in the new legal framework by looking at the following dimensions: shift from public vs. private to public+private; b) focus on networks rather than on hierarchy; c) shift from command and control to negotiation and persuasion; d) shift from management skills to enablement skills.
  • • Method: document analysis including the statutes of 14 public universities, publicly available information, minutes of the meetings, deliberations, activity plans and strategic plans.
  • New Public Management and New GovernanceShift from public versus private to public+private • External interests present by initiative of the universityEmphasis on networks rather than on hierarchical relationships • Consultative boards to deal with academic issues to overcome the under representation of Schools and academic constitutencies
  • New Public Management and New GovernanceShift from control to negotiation • Top-down system (e.g. nomination) is not promoted to select the members of the governance structuresEmphasis on enablement skills • Involvement of academic constituencies in governance structures and processes depends on institutional leadership
  • Conclusions• New Governance counterbalance NPM following an European trend• Loss of collegiality explains the emergence of the characteristics of New Governance• The need for meta-governance requires centralization and hierarchical relations which does not help the development of New Governance