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Managerialism in UK Universities: Unstable Hybridity and the Complications of Implementation

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The Higher Education Managerial Revolution?

Part of the book series: Higher Education Dynamics ((HEDY,volume 3))

Abstract

It is common ground in this volume that ‘managerialism’ constitutes, not so much a single, distinctive and fundamentally technically defined approach to management, as a bundle or cluster of ideologies and practices, loosely and indeed contingently linked. This chapter aims to analyse the gradual emergence and evolution of a local embodiment of what has come to be known in the specifically British (or even English) context as ‘new’ managerialism in higher education. To do so, it sketches a theoretical account of ‘new managerialism’ (section 2); outlines a recent analysis of different facets of new managerialism/new public management and compares these with policy developments in the UK (section 3); reviews some relevant literature on the changing nature of academic work and discusses how this might affect its management (section 4); and reports some findings of a recent research project on the internal management of UK universities and its consequences for those working in them, whether as ‘managers’ or ‘managed’ (section 5).2

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Authors
  1. Oliver Fulton
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Editors and Affiliations

  1. Center for Higher Education Policy Studies, Matosinhos, Portugal

    Alberto Amaral

  2. University of New England, Armidale, Australia

    V. Lynn Meek

  3. Norwegian Institute for Studies in Research in Higher Education, Oslo, Norway

    Ingvild M. Larsen

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© 2003 Springer Science+Business Media Dordrecht

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Fulton, O. (2003). Managerialism in UK Universities: Unstable Hybridity and the Complications of Implementation. In: Amaral, A., Meek, V.L., Larsen, I.M. (eds) The Higher Education Managerial Revolution?. Higher Education Dynamics, vol 3. Springer, Dordrecht. https://doi.org/10.1007/978-94-010-0072-7_8

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  • DOI: https://doi.org/10.1007/978-94-010-0072-7_8

  • Publisher Name: Springer, Dordrecht

  • Print ISBN: 978-1-4020-1586-1

  • Online ISBN: 978-94-010-0072-7

  • eBook Packages: Springer Book Archive

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