Abstract
This chapter explores the organizational changes which took place within Humboldt University of Berlin (HU Berlin) after it initially applied to the German Excellence Initiative. Using a case study design, it addresses questions about the extent to which organizational changes have been triggered strategically by the university leadership and the role institutional identity has played in facilitating or impeding change. The findings indicate that organizational change emerged from a struggle between strategic leadership decisions and the status-quo orientation of the university’s governing bodies. Moreover, responses were driven by the threat of losing reputation and legitimacy through failure in the Excellence Initiative, thereby exposing considerable identity-driven forces within the university.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
The president and vice-presidents are elected for five year terms by the Academic Council based on the recommendations of the Board of Trustees
- 2.
There are 61 members including the University Senate and 18 additional professors, six other academic Staff, six administrative staff, and six students. They are elected for a two-year term by all university members.
- 3.
There are nine members, including the president of HU Berlin and a representative of the Länder government of Berlin. The other members are elected by the University Senate.
- 4.
This comprises 13 professors, four other academic staff, four administrative staff and four students. Members are elected for a two-year term by all university members.
- 5.
Interviewee code: Acad = Academic; Admin = Administrative; Lead = Leading position; Fac = Faculty level; Dep = Department level; Inst = Institutional level
- 6.
A Gremium university is governed by committees composed of elected representatives of different status groups.
References
Albrecht, M. (2013). Exzellenz und hegemoniale Strategie. Zur Doppelmoral und Schwäche liberaler Wissenschaftspolitik. Diskurs Zeitschrift [online].Available at: http://www.diskurs-zeitschrift.de/exzellenz-und-hegemoniale-strategie-zur-doppelmoral-und-schwache-liberaler-wissenschaftspolitik/ [Accessed 9 September 2016].
Bonaccorsi, A., and Daraio, C. (2007). Theoretical Perspectives on University Strategy. In: A. Bonaccorsi and C. Daraio, eds., Universities and Strategic Knowledge Creation. Specialization and Performance in Europe, 1st ed. Cheltenham: Edward Elgar Publishing Ltd., pp. 3–30.
DiMaggio, P., and Powell, W. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, 48(2), pp. 147–160.
Fumasoli, T., and Huisman, J. (2013). Strategic agency and System Diversity: Conceptualizing Institutional Positioning in Higher Education. Minerva, 51(2), pp. 155–169.
Fumasoli, T., and Lepori, B. (2011). Patterns of Strategies in Swiss Higher Education Institutions. Higher Education, 61(2), pp. 157–178.
Fumasoli, T., Gornitzka, Å., and Maassen, P. (2014). Institutional Autonomy and Organizational Change. ARENA Working Paper 08/14. Oslo: University of Oslo.
Gornitzka, Å., Maassen, P., Olsen, J., and Stensaker, B. (2007). “Europe of Knowledge:” Search for a New Pact. In: P. Maassen and J. Olsen, eds., University Dynamics and European Integration, 1st ed. Dordrecht: Springer Netherlands, pp. 181–214.
GWK (2005).Exzellenzvereinbarung I (ExV) Bund-Länder-Vereinbarung über die Exzellenzinitiative des Bundes und der Länder zur Förderung von Wissenschaft und Forschung an deutschen Hochschulen. 1st ed. [pdf] Bonn: Gemeinsame Wissenschaftskonferenz (GWK). Available at: http://www.gwk-bonn.de/fileadmin/Papers/exzellenzvereinbarung.pdf [Accessed 9 September 2016].
Hartmann, M. (2006). Die Exzellenzinitiative: ein Paradigmenwechsel in der deutschen Hochschulpolitik. Leviathan, 34(4), pp. 447–465.
Hazelkorn, E. (2009). Rankings and the Battle for World-class Excellence: Institutional Strategies and Policy Choices. Higher Education Management and Policy, 21(1), pp. 1–22.
HU (2011). Institutional Strategy. Educating Enquiring Minds. Individuality – Openness – Guidance. 1st ed. [pdf] Berlin: Berlin Humboldt University. Available at: https://www.exzellenz.hu-berlin.de/en/institutional-strategy/institutional-strategy [Accessed 9 September 2016].
Interdisziplinäre Arbeitsgruppe Exzellenzinitiative der Berlin-Brandenburgischen Akademie der Wissenschaften (BBAW) (2010). Bedingungen und Folgen der Exzellenzinitiative. In: S. Leibfried, ed., Die Exzellenzinitiative. Zwischenbilanz und Perspektiven, 1st ed. Frankfurt/New York: Campus-Verlag, pp. 35–50.
Kehm, B. (2012). To Be or Not To Be? The Impacts of the Excellence Initiative on the German System of Higher Education. In: J. Shin and B. Kehm, eds., Institutionalization of World-Class University in Global Competition, 1st ed. Dordrecht: Springer Netherlands, pp. 81–97.
Krücken, G., and Meier, F. (2006). Turning the University into an Organizational Actor. In: G. Drori, J. Meyer, and H. Hwang, eds., Globalization and Organization: World Society and Organizational Change, 1st ed. Oxford: Oxford University Press, pp. 241–257.
Maassen, P., and Gornitzka, Å. (1999). Integrating Two Theoretical Perspectives on Organisational Adaptation. In: B. Jongbloed, P. Maassen, and G. Neave, eds., From the Eye of the Storm, 1st ed. Dordrecht: Springer Netherlands, pp. 295–316.
Maassen, P., and Potman, H. (1990). Strategic Decision Making in Higher Education. Higher Education, 20(4), pp. 393–410.
March, J., and Olsen, J. (1983). The New Institutionalism: Organizational Factors in Political Life. American Political Science Review, 78(3), pp. 734–749.
Meyer, H. (2010). Die Exzellenzinitiative; Auszeichnung von wissenschaftlicher Leistung oder von Strukturen. Wissenschaftsrecht, 43(3), pp. 300–310.
Münch, R. (2007). Die akademische Elite. Zur sozialen Konstruktion wissenschaftlicher Exzellenz. Berlin: Suhrkamp.
Neidhardt, F. (2010). Exzellenzinitiative–Einschätzungen und Nachfragen. In: S. Leibfried, ed., Die Exzellenzinitiative. Zwischenbilanz und Perspektiven, 1st ed. Frankfurt/New York: Campus-Verlag, pp. 53–80.
Oliver, C. (1991). Strategic Responses to Institutional Processes. Academy of Management Review, 16(1), pp. 145–179.
Paradeise, C., Reale, E., and Goastellec, G. (2009). A Comparative Approach to Higher Education Reforms in Western European Countries. In: C. Paradeise, E. Reale, I. Bleiklie, and E. Ferlie, eds., University Governance, 1st ed. Dordrecht: Springer Netherlands, pp. 197–225.
Pfeffer, J., and Salancik, G. (1978). The External Control of Organizations: AResource Dependence Perspective. 1st ed. New York: Harper and Row.
Thoenig, J., and Paradeise, C. (2016). Strategic Capacity and Organisational Capabilities: A Challenge for Universities. Minerva, 54(3), pp. 293–324.
Whitley, R. (2008). Universities as strategic actors: Limitations and variations. In: L. Engwall and D. Weaire, eds., The University in the Market, 1st ed. London: Portland Press, pp. 23–37.
Wissenschaftsrat (2010). Notes on Preparing a Draft Proposal for an Institutional Strategy. 1st ed. [pdf] Köln: Wissenschaftsrat. Available at: http://www.wissenschaftsrat.de/download/archiv/notes_zwei.pdf [Accessed 9 September 2016].
Yin, R. K. (2014). Case Study Research: Design and Methods. 5th ed. Los Angeles: SAGE Publications.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2018 The Author(s)
About this chapter
Cite this chapter
Esterhazy, R. (2018). Organizational Change in Response to the German Excellence Initiative: A Case Study of Humboldt University of Berlin. In: Bloch, R., Mitterle, A., Paradeise, C., Peter, T. (eds) Universities and the Production of Elites. Palgrave Studies in Global Higher Education. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-53970-6_9
Download citation
DOI: https://doi.org/10.1007/978-3-319-53970-6_9
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-319-53969-0
Online ISBN: 978-3-319-53970-6
eBook Packages: EducationEducation (R0)