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The regional mission of innovative universities: Between strategic governance and institutional cultures

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EXTERNAL

PRESSURES for

EXCELLENCE &

RELEVANCE

UNIVERSITIES as

STRATEGIC

ORGANISATIONS

‘MISSION

STRETCH’ &

GOVERNANCE

PARADOX

To w h at ex te n t can str ate gic u n ive rs ity go ve rn an ce fac ilitate an au th en ti c imp le me n tati o n o f th e re gio n al mi ss io n in th e s itu ati o n o f ‘mis sio n o ve rl o ad ’?

s.kopelyan@utwente.nl

Sofya Kopelyan

Centre for Higher Education Policy Studies, University of Twente, the Netherlands

Universities creating, validating, and regulating

capabilities for regional engagement at the levels

of strategic management and academic staff

The project has received funding from the European Union’s Horizon 2020 research & innovation programme under Marie Sklodowska-Curie grant agreement No. 722295

 Qualita

t

ive case studies of 3 universities  Interviews, observations, documents

 Data structure (Gioia et al., 2013)

 Strategy text (Fenton & Langley, 2011)

The regional mission of innovative universities:

Between strategic governance and institutional cultures

NEO-INSTITUTIONALISM:

c) historic

mission narratives

d) regional mission

narratives

Frølich et al., 2018; Maassen, 2017 INSTRUMENTALISM:

a) strategic

agency

b) administrative

expansion

Baltaru & Soysal, 2018; Frølich et al., 2018 short-term instrumental solution “lost in translation” into academic profession uncoordinated academic engagement activities exist alongside prevalent models of strategic collaborations cooperative “umbrella” body decoupling regional engagement from academic units contemporary strategic, scholastic & stakeholder narratives can make regional missions non-actionable

Participation

of institutional

navigators in

strategic

decision-making

Regional

network &

community

building that

does not turn

back on

history

Empowerment

of capable

actors in

connection

with

engagement

identities

Narratives

that frame

regional

engagement

as prestigious

& valuable

To what extent can

strategic university

governance

facilitate an

authentic

implementation of

the regional mission

in the situation of

‘mission overload’

?!

INTERNAL BOUNDARY SPANNERS BOUNDARY SPANNING ORGANISATION EXTERNAL BOUNDARY SPANNERS reactive, symbolic & disconnected superstructure imposed on

individual values & practices universities as strategic organisations have not sought to accommodate major identity types of engaged individuals

Referenties

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