Managerial changes to Australian universities have had considerable impact on employees. In this article, we consider some of these changes and apply a theory known as the democratic deficit to them. This theory was developed from the democratic critique of managerialism, as it has been applied in the public sector in countries with…

In 2011 and 2012, two Australian university vice chancellors flagged spending cuts at their institutions to overcome financial problems. In both cases, union and staff opposition led to public protests, intense media scrutiny, delays and retreats. This article compares the two cases to see what lessons may be drawn for university leaders faced…

In this article, the focus is on understanding the success of one university in increasing the proportion of women at professorial level from zero in 1997 to 34 per cent in 2012, considerably above the averages for Irish, European Union and Australian universities. Using a concept of leadership "as a process of influence" and drawing on…

In a changing landscape of higher education, universities have been moving towards a market-led approach to strategic management. This paper examines the case of a UK private sector education provider that gained degree-awarding powers following changes made in 2004 by the UK Government to the accreditation criteria for recognised degree-awarding…

The term "organisational learning" was popularised by Peter Senge in "The Fifth Discipline", his seminal book from 1990. Since then, the term has become widely accepted among those interested in organisational learning and change management. However, partly due to the somewhat ambiguous situation which arises in a university…

New models of leadership are needed for the higher education sector to continue to graduate students with leading edge capabilities. While multiple theories of leadership exist, the higher education sector requires a less hierarchical approach that takes account of its specialised and professional context. Over the last decade the sector has…

We report on a succession planning pilot project in an Australian university health faculty. The programme aimed to enhance organisational stability and develop leadership capacity in middle level academics. Six monthly sessions addressed university and general leadership topics, communication, decision-making, working with change, self-management…

This multi-case qualitative study involving 54 academics examines the interplay between university culture and ideology in supporting and impeding internationalisation. Implementation of internationalisation can often be thwarted by divergent and contradictory understandings of internationalisation and by the organisational culture in which it…

This study draws on the multi-theoretical approach to governance and the views of university chief executive officers (CEOs) to examine the extent to which internal auditing as a control mechanism is adopted in Australian public universities under an environment of change management. The findings highlight negative consequences of change and their…

Within the framework of the strategic journey undertaken between 2005 and 2010, this paper seeks to examine how the University of Melbourne sought to differentiate itself through the introduction and reconceptualisation of a "third stream" of academic work. Specifically, this paper seeks to investigate, through qualitative methods, how those in…

In a new mixed economy of higher learning, Australian universities require more strategic management to compete and collaborate sustainably. However, many scholars argue that new modes of university management are at odds with scholarly aims and values. This article examines how Australian universities frame their missions and communicate their…

Within the changing tertiary environment, research activity and performance are coming under greater pressure and scrutiny. External policy and funding directives are resulting in revised institutional objectives, requiring variations to organisational structures and processes. These changes have an impact on the relationship between the…

This article explores the role of senior managers in consolidating and interpreting new managerialism in higher education in Australia, South Africa and Portugal, and perceptions of potential effects on gender. The impact of managerialism on decision-making in Australia was increased centralisation with the Vice Chancellor operating as a Chief…

Achieving a shared vision is often cited as a prerequisite to successful organisational change. What change strategists do not take into consideration is how this concept applies to complex systems such as those found in higher education. This paper explores and identifies the divergent perspectives and meanings found among the multiplicity of…

Globally, research has become a key driver for the achievement of status and the procurement of funding for higher education institutions. Although there is mounting pressure on institutions to become research active, many institutions are rooted in a strong tradition of teaching. These institutions find it challenging to develop research capacity…