The Changing Shape of University Decision-Making Processes and the Consequences for Faculty Participation in Ireland
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|Title:||The Changing Shape of University Decision-Making Processes and the Consequences for Faculty Participation in Ireland||Authors:||Dowling-Hetherington, Linda||Permanent link:||http://hdl.handle.net/10197/7423||Date:||2013||Abstract:||For faculty, the idea of collegial and participative decision-making has been one of the central values of academic life. Yet, despite evidence that universities in Ireland have experienced considerable institutional change in recent years, there remains a considerable dearth of research on its consequences for faculty participation in governance and decision-making processes. A case study of the School of Business at University College Dublin is used to illustrate how a programme of large-scale institutional change has transformed the school’s decision-making processes, and the participation and influence of faculty in those processes. While the case study points to the reduced involvement of faculty in university governance, the most significant finding highlights the move towards a much more executive-style approach to management, and a substantial loss of influence and involvement by faculty in school decision-making.||Type of material:||Journal Article||Publisher:||Taylor and Francis||Copyright (published version):||2013 European Higher Education Society||Keywords:||Institutional change; Collegiality; Managerialism; Decision-making; Governance; Ireland; Change||DOI:||10.1080/13583883.2013.790071||Language:||en||Status of Item:||Peer reviewed|
|Appears in Collections:||Business Research Collection|
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