The Governance Mix of Universities: Administration for What, How and by Whom?

Abstract During the past few decades, higher-education and research systems have been experiencing profound waves of reformed governance and organization resulting in a stronger emphasis on hierarchy, more well-defined boundaries between universities as organizational actors and their environments, more rigorous performance measurements at the organization level and a changed political control. Administration has been centralized and relations between academic and administrative staff have been transformed. Changes in university governance are sometimes described as a shift from collegiality to enterprise management. However, in previous studies we have found that this development could rather be described as a remixed governance. Universities are subject to mixed modes of governance related to the many tasks and missions they are expected to fulfil. Mixed modes of governance also stem from reforms based on widely held ideals of governance and organization. Much previous research has analysed the changing roles and influence of faculty and leadership that follow on these reforms. The diverse modes of governance also imply diverse roles for administration. Furthermore, with mixed modes of governance, the roles of administrators and their relations with academic faculty may vary depending on issues and situations. Based on observations of the governance mix of universities, in this article I ask: administration for what, how and by whom?