Intertwined trends of massification, internationalisation and marketisation constitute and drive change in higher education at all levels. Consequences at the institutional level include: increased competition, adoption of corporate management forms, accrual of power to executive management, and greater emphasis on strategy. As Government policy focuses on accountability and a stronger role for university governing bodies, some new interfaces and tensions between governance and management roles have emerged, particularly in relation to strategic direction-setting and planning. This article reports on results from an empirical, theory-building study of role construction in university governance, arguing that cultural norms in conjunction with members' attributions based on social identity are key influences on members' perceptions of management and governance roles in relation to strategic processes. (Contains 1 table.)