Skip to main content

New Managerialism in Higher Education

  • Living reference work entry
  • First Online:
Encyclopedia of International Higher Education Systems and Institutions

Synonyms

New public management

Definition

An ideological configuration of ideas and practices about the restructuring and reconfiguring of the processes of organizational management and regulation of employee behavior that can be found in public service organizations.

What Is New Managerialism?

Like many social science concepts, new managerialism has been extensively used by many academics, with varying definitions, in relation to the management regimes, rhetorics, and practices found in a number of different public services, from health to higher education (Ferlie et al. 1996; Deem 1998, 2004; Ferlie 2003), in a wide range of countries. This extends beyond the global north because versions of new managerialism have been imposed on public services in developing countries by bodies like the World Bank and the OECD. New managerialism has connections to and is sometimes used interchangeably with another concept, that of new public management (NPM). NPM certainly overlaps with new...

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Institutional subscriptions

References

  • Becker, H.S. 1967. Whose side are we on? Social Problems 14 (3): 39–47.

    Article  Google Scholar 

  • Blackmore, J. 2013. Wasting talent’? Gender and the problematics of academic disenchantment and disengagement with leadership. Higher Education Research and Development 33 (1): 86–99.

    Article  Google Scholar 

  • Blackmore, J., and N. Sawers. 2015. Executive power and scaled-up gender subtexts in Australian entrepreneurial universities. Gender and Education 27 (3): 320–337.

    Article  Google Scholar 

  • Bundy, C. 2004. Under new management? A critical history of managerialism in British universities. In Reclaiming universities from a runaway world, ed. M. Walker and J. Nixon. Buckingham: Open University Press.

    Google Scholar 

  • Carvalho, T., and S. Bruckmann. 2014a. Reforming Portuguese public sector: A route from health to higher education. In Reforming higher education, ed. C. Musselin and P.N. Teixeira. Dordrecht: Springer.

    Google Scholar 

  • Cheng, M. 2009. Changing academics: Quality audit and its perceived impact. Saarbrücken: VDM Verlag.

    Google Scholar 

  • Deem, R. 1994. School governing bodies – Public concerns or private interests? In Accountability and control in educational settings, ed. D. Scott, 58–72. London: Cassell.

    Google Scholar 

  • Deem, R. 1998. New managerialism in higher education – The management of performances and cultures in universities. International Studies in Sociology of Education 8 (1): 47–70.

    Article  Google Scholar 

  • Deem, R. 2001. Globalisation, new managerialism, academic capitalism and entrepreneurialism in universities; is the local dimension still important? Comparative Education 37 (1): 7–20.

    Article  Google Scholar 

  • Deem, R. 2003. Gender, organisational cultures and the practices of manager-academics in UK Universities. Gender, Work and Organisation 10 (2): 239–259.

    Article  Google Scholar 

  • Deem, R. 2004. New managerialism in UK universities: Manager-academics accounts of change. In Globalization and reform in higher education, ed. H. Eggins, 55–67. Buckingham: Open University Press.

    Google Scholar 

  • Deem, R., and K.J. Brehony. 2005. Management as ideology: The case of ‘new managerialism’ in higher education. Oxford Review of Education 31 (2): 213–231.

    Article  Google Scholar 

  • Deem, R., et al. 2007. Knowledge, higher education and the new managerialism: The changing management of UK universities. Oxford: Oxford University Press.

    Book  Google Scholar 

  • Eraut, M. 2000. Non-formal learning and tacit knowledge in professional work. British Journal of Educational Psychology 70 (1): 113–136.

    Article  Google Scholar 

  • Eraut, M. 2004. Informal learning in the workplace. Studies in Continuing Education 26 (2): 247–273.

    Article  Google Scholar 

  • Ferlie, E. 2003. On building the new managerialist state. British Journal of Management 14 (1): S85–S87.

    Article  Google Scholar 

  • Ferlie, E., and L. Fitzgerald. 2002. The sustainability of the new public management in the U.K. In Trends in new public management, ed. S. Osbourne, 341–353. London: Routledge.

    Google Scholar 

  • Ferlie, E., et al. 1996. The new public management in action. Oxford: Oxford University Press.

    Book  Google Scholar 

  • Grummell, B., et al. 2009. The care-less manager: Gender, care and new managerialism in higher education. Gender and Education 21 (2): 191–208.

    Article  Google Scholar 

  • Kickert, W. 1995. Steering at a distance: A new paradigm of public governance in Dutch higher education. Governance: An International Journal of Policy and Administration 8 (1): 135–157.

    Article  Google Scholar 

  • King, R., et al., eds. 2013. The globalization of higher education. Cheltenham: Edward Elgar.

    Google Scholar 

  • Kirkpatrick, I., et al. 2005. The new managerialism and public service. Basingstoke: Palgrave.

    Book  Google Scholar 

  • Kwiek, M. 2001. Globalisation and higher education. Higher Education in Europe 28 (1): 27–38.

    Article  Google Scholar 

  • Magalhães, A., et al. (2016). The changing role of external stakeholders: From imaginary friends to effective actors or non-interfering friends. Studies in Higher Education.

    Google Scholar 

  • Magalhães, A., et al. 2017. Hard and soft managerialism in Portuguese higher education governance. In The university as a critical institution? ed. H. Eggins and R. Deem. Rotterdam: Sense.

    Google Scholar 

  • Martin, M., et al. (2016). University faculty and the new managerial regime. Unpublished paper presented to European Conference of Educational Researchers, 23rd–26th Aug. University College Dublin, Dublin.

    Google Scholar 

  • Meyer, H.-D. 2002. The new managerialism in education management: Corporatization or organizational learning? Journal of Educational Administration 40 (6): 534–551.

    Article  Google Scholar 

  • Mintzberg, H. 1983. Structures in fives. London: Prentice Hall.

    Google Scholar 

  • Morley, L. 2013. Women and higher education leadership: Absences and aspirations. London: Leadership Foundation for Higher Education.

    Google Scholar 

  • Newman, J. 2002. Managerialism, modernisation and marginalisation. In The changing politics of gender equality in Britain, ed. E. Breitenbach, A. Brown, F. McKay, and W.J. Basingstoke, 102–123. New York: Palgrave.

    Google Scholar 

  • Paradeise, C., et al. 2009. Universities steering between stories and history. In University governance: Western European comparative perspectives, ed. C. Paradeise, E. Reale, I. Bleiklie, and E. Ferlie, 227–246. Dordrecht: Springer.

    Chapter  Google Scholar 

  • Pollitt, C. 1993. Managerialism and the public services: Cuts or cultural change in the 1990s? Oxford: Blackwell Business.

    Google Scholar 

  • Power, M. 1997. The audit society. Oxford: Oxford University Press.

    Google Scholar 

  • Reed, M. 2007. New managerialism and public services reform: From regulated autonomy to institutionalised trust. In Knowledge, higher education and the new managerialism: The changing management of UK universities, ed. R. Deem, S. Hillyard, and M. Reed, 1–28. Oxford: Oxford University Press.

    Google Scholar 

  • Saint-Martin, D. 1998. The new managerialism and the policy influence of consultants in government: An historical-institutionalist analysis of Britain, Canada and France. Governance: An International Journal of Policy and Administration 11 (3): 319–356.

    Article  Google Scholar 

  • Shepherd, S. 2017. Managerialism: An ideal type. Studies in Higher Education.

    Google Scholar 

  • Shore, C., and M. Davidson. 2014. Beyond collusion and resistance: Academic–management relations within the neoliberal university. Learning and Teaching in the Social Sciences 7: 12–28.

    Google Scholar 

  • Strathern, M. 2000. Audit cultures : Anthropological studies in accountability, ethics and the academy. London: Routledge.

    Book  Google Scholar 

  • Veiga, A., et al. 2015. From collegial governance to boardism: Reconfiguring governance in higher education. In The palgrave international handbook of higher education policy and governance, ed. J. Huisman, H. De Boer, D. Dill, and M. Souto-Otero, 398–416. London: Palgrave Macmillan.

    Chapter  Google Scholar 

  • Warren, J., and K. Garthwaite. 2015. Whose side are we on and for whom do we write? Notes on issues and challenges facing those researching and evaluating public policy. Evidence and Policy 11 (2): 225–237.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Rosemary Deem .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2017 Springer Science+Business Media Dordrecht

About this entry

Cite this entry

Deem, R. (2017). New Managerialism in Higher Education. In: Shin, J., Teixeira, P. (eds) Encyclopedia of International Higher Education Systems and Institutions. Springer, Dordrecht. https://doi.org/10.1007/978-94-017-9553-1_308-1

Download citation

  • DOI: https://doi.org/10.1007/978-94-017-9553-1_308-1

  • Received:

  • Accepted:

  • Published:

  • Publisher Name: Springer, Dordrecht

  • Print ISBN: 978-94-017-9553-1

  • Online ISBN: 978-94-017-9553-1

  • eBook Packages: Springer Reference EducationReference Module Humanities and Social SciencesReference Module Education

Publish with us

Policies and ethics