The changing relation between university and academic profession / Strategic management of academic human resources – Mission impossible? / Pluralist institutions, unique organizational identities: paradoxes of university management
Public lecture, 9 November 2016
Title: The changing relation between university and academic profession
This lecture argues that the intersection of the university’s organizational structures with the academic profession is at the heart of knowledge production processes in contemporary society. Indeed, fostering the future generations of scholars and scientists has been an implicit — even if somehow neglected — mission of the university. However decades of policy reforms in higher education and organizational re-design of universities have put under strain this alliance and challenged the sustainability of the academic enterprise. The lecture provides an analytical overview of the main challenges academic leadership is confronted with and illustrates how European flagship universities have shaped distinctive trajectories according to their national contexts and organized settings, as well as professional identities and values.
Plenary session speech, 10 November 2016
Title: Strategic management of academic human resources – Mission impossible?
Human Resources Management is considered a central function of academia and a strategic device to carry out organizational change. By comparing recruitment and promotion processes, incentive design, and career structures in European flagship universities, a broad picture is provided pointing to diverse arrangements, understandings, and practices. Equally, the role of the academic leadership appears to be shaped by the level of uncertainty, disciplinary identities, and managerial flexibility.
Thematic session speech, 11 November 2016
Title: Pluralist institutions, unique organizational identities: paradoxes of university management
Universities accommodate large numbers of disciplines, balance different missions, respond to multiple stakeholders, as such they have hardly ever had a distinct organizational identity. How do they respond to pressures to act strategically through integrated organizations with unique organizational identities? Examples from Europe and North-America show that flagship universities tend to combine older and newer identities, but they differ among each other in the way they highlight some particular identities more than others.