The Enterprise University: Power, Governance and Reinvention in AustraliaCambridge University Press, 2000 - 272 páginas Throughout the industrialised world, universities have undergone remarkable changes since the mid-1980s. In Australia, interest has been intense, and publication of The Enterprise University was very timely. First published in 2001, it was the first systematic study of the Australian system since the momentous Dawkins reforms ten years earlier. The book is grounded in case studies of most of the major Australian universities: the authors interviewed a large number of senior managers. They also have taken account of global trends and have prepared the book in the light of international research on the university as an institution. The authors contend that the modern university can be understood as an 'enterprise university', characterised by corporate-style executive leadership. In a hard-hitting conclusion they propose novel policies and directions for Australia's higher education system. |
Índice
Introduction | 1 |
Governance and identity | 7 |
The study | 12 |
Roots of the Enterprise University 1 From policy to governance | 20 |
Prehistory of the present | 23 |
Dawkins and after | 27 |
Roots of the Enterprise University 2 From academy to global business | 40 |
Corporatism in Australia | 53 |
Networking downwards | 125 |
Economies of invention Research power in the Enterprise University | 133 |
Research as a money economy | 136 |
Creating compliance | 151 |
Discipline without disciplines | 164 |
Many paths one purpose | 175 |
Courageous imitations | 178 |
Sandstones and all that | 185 |
Territories and strategies | 68 |
Governance outsidein | 72 |
Free to deal | 91 |
College and corporation Institutional power in the Enterprise University | 96 |
Governance and management | 98 |
Bored at the board | 108 |
Isomorphs with a difference | 202 |
Conclusion | 233 |
Beyond the Enterprise University | 244 |
Notes | 254 |
267 | |
Otras ediciones - Ver todo
The Enterprise University: Power, Governance and Reinvention in Australia Simon Marginson,Mark Considine No hay ninguna vista previa disponible - 2000 |
Términos y frases comunes
academic board academic cultures academic units Adelaide administration Australian universities become budget Canberra cent Central Queensland centres changes collegial committee Commonwealth competition corporate council create Dawkins Deakin deans decision-making decisions DETYA disciplinary disciplines distance education diversity economic Edith Cowan Enterprise University entrepreneurial executive management external faculty Flinders forms funding globalisation grants Griffith Griffith University Gumtrees higher education identity income industry innovation institutions isomorphism James Cook leaders less managerial Meek and Wood Melbourne ment Monash Newcastle organisation performance potential programs projects PVC Research Redbricks reform research activity research quantum role Sandstone universities sector senior management sities social South Australia Southern Cross Southern Cross University structures Sydney Tasmania traditional Unitechs University of Melbourne University of NSW University of Queensland University of Technology university's UNSW vice-chancellor Western Australia