Anecdotal evidence suggests that there is growing concern about increasing administrative burden within universities around the world. At the same time, the literature explicitly devoted to the issue of administrative burden within universities remains relatively scant. Drawing on various bodies of literature and reflections on the situation at…

Appreciative inquiry is a strength-based organisational transformation approach developed in 1987 by David Cooperrider at Case Western Reserve. It is based on the idea that organisational change is more effective when the approach focuses on the positive attributes and experiences within an organisation instead of the challenges. Several studies…

This article explores research on gender and institutions for the purposes of informing analytical frameworks for research on institutional change with regard to gender equality in higher education. Drawing on feminist institutionalist studies that explore the relationship between gender, institutions and institutional continuity and change, the…

We apply Value Nets as a tool for identifying potential partnership opportunities between the University of Adelaide (UofA) and University of South Australia (UniSA), and between the University of Queensland (UQ) paired with the Queensland University of Technology (QUT). Institutional profile data revealed a similar relationship within each pair.…

For the most part, the organisational forms that are currently being adopted by higher education institutions are grounded in the traditional corporate models of organisation that take a rational approach to organisational change management. Underlying this account is an assumption of organisational autonomy and the capacity of designated leaders…

This paper responds to a growing literature arguing that change in higher education institutions might be better understood and managed if such institutions are understood as complex systems with emergent properties. Based on complexity theory, the paper articulates a set of characteristics that might be expected if institutions are in fact acting…

This article uses resource-dependence theory to analyse how academic mid-level leaders in Finnish universities respond to their changing post-reform management environments. The 2010 university reform and subsequent university-specific management reforms have created new positions and roles for academic leaders. By identifying critical resources,…

Increasing focus worldwide on accountability and quality assurance in universities has forced senior management to develop policies to address academic support at institutional-level. One such area is the mathematical and statistical skills that students in many disciplines need to succeed. In common with many countries, large numbers of students…

The absence of women academics in the most senior ranks and leadership roles in higher education is both an international phenomenon and an enduring social justice issue. This article provides an original insight into the 'policy' response to the underrepresentation of women academics as senior leaders in three case-study universities in Hong…

Leadership norms and expectations are continually evolving in higher education. Medical education is no exception to that trend, but shifts over time are intangible and difficult to measure. To explore emerging changes, the authors conducted a textual analysis of published career advertisements from 2000-2004 and 2010-2014. While a number of…

The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the…

This article presents a qualitative case study based on an analysis of the outcomes and meanings attributed by university academics to an institutional merger, from the perspective of organisational identity. The change process may have broadened the "us and them" gap that exists between those responsible for university leadership and…

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 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…