Abstract
This chapter deals with the problems encountered during implementation of higher education (HE) governance reforms throughout Europe. These problems are interpreted in the light of the concept of ‘unintended consequences’, rather than, as is normally the case, as a result of the resistance to reforms. By comparing the recent governance reforms in European countries, four unexpected consequences clearly emerge: the weakness of governing boards with lay members; the resilience of self-government; the emergence of a collective leadership; and the fluctuations between centralization and decentralization. The following reasons for the emergence of these unintended consequences are then discussed: the specific nature of universities and their functioning; the organizational complexity due to the plurality of functions entrusted to universities; and the marked diversity of HE institutions.
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Notes
- 1.
A fifth reason listed by Merton is what has come to be known as the ‘self-defeating prophecy’; this reason, however, seems less relevant to the present analysis.
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Capano, G., Regini, M., Turri, M. (2016). The Unintended Consequences of University Governance Reforms. In: Changing Governance in Universities. Palgrave Studies in Global Higher Education. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-54817-7_2
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