This book addresses three central questions in contemporary university governance: (1) How and why has academic governance in Anglophone nations changed in recent years and what impact have these changes had on current practices? (2) How do power relations within universities affect decisions about teaching and research and what are the implications for academic voices? (3) How can those involved in university governance and management improve academic governance processes and outcomes and why is it important that they do so?
The book explores these issues in clear, concise and accessible language that will appeal to higher education researchers and governance practitioners alike. It draws on extensive empirical data from key national systems in the Anglophone world but goes beyond the simply descriptive to analyse and explain.
Cuprins
Part I: Academic governance in context.- 1 The changing nature of the university sector.- 2 University governance within an international context.- 3 What is academic governance?.- 4 Comparing academic governance across Anglophone nations.- 5 The theoretical and policy context.- 6 University governance models.- Part II: Case studies of academic governance in practice.- 7 Changes in the case study academic boards over time.- 8 Academic board strengths and weaknesses.- 9 Academic governance within university power and authority relationships.- 10 The academic board and academic quality assurance.- Part III: Moving forward.- 11 Key issues and challenges facing academic governance.- 12 Strengthening academic governance into the future.
Despre autor
Dr Julie Rowlands researches from within a critical sociology of education perspective in the areas of governance, higher education systems, academic quality assurance, education leadership and organisational change. Her work has been published in high-impact international journals including the
British Journal of Sociology of Education,
Critical Studies in Education and
Studies in Higher Education. Julie’s findings on academic boards have been used by a number of universities around Australia and internationally as a basis for board member education programs. Prior to her academic work, Julie served as a senior manager in higher education governance for more than 15 years. She is currently a senior lecturer in education leadership at the School of Education, Deakin University, where she is a member of the strategic research centre Research for Education Impact (REDI).
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