Inclusive universities in a globalised world

This thematic issue of Social Inclusion focuses on universities as inclusive organisations in a variety of different countries and higher education (HE) systems. It explores how these institutions aim, succeed or fail to become inclusive organisations, what policies and processes help achieve these goals and how academics and students can become agents of change through inclusive teaching and research cultures. The contributions in this thematic issue point to the multi‐level as well as multi‐faceted challenges and characteristics of inclusion in HE in general and in universities in particular, based on both student and academic points of view. They offer innovative conceptual ways of thinking as well as measuring inclusion. Further, they point out the importance of context in understanding the challenges of achieving equality and inclusion in universities through country‐specific as well as cross‐country comparisons of various aspects of diversity and inclusivity. We hope this thematic issue will inspire theoretical thinking, support practitioners and encourage policy‐making about more responsible ways of defining and fostering inclusive universities in a globalised world

Managing Contemporary UK Universities – Manager-academics and New Managerialism

A multi-disciplinary project entitled ‘New Managerialism and the Management of UK Universities’ was conducted by a team of researchers based at Lancaster University between October 1998 and November 2000. The study was funded by the UK Economic and Social Research Council (grant no R000237661). The project was designed to examine the extent to which ‘New Managerialism’, a set of reforms of the management of publicly-funded services popular with many western governments, was perceived to have permeated the management of UK universities. The study also explored the roles, practices, selection, learning and support of manager-academics. The first phase of the study comprised focus group discussions with learned societies from several disciplines where respondents considered what was currently happening to the management of universities. The second phase involved interviews with 135 manager-academics (from Head of Department to Vice Chancellor) and 29 senior administrators in 12 pre-1992 and post-1992 universities. The interviews explored the backgrounds, current management practices and perceptions of respondents. In phase 3, case studies of the cultures and management of four universities enabled comparison of the views of manager-academics with those of academics and support staff

'Excellence' and exclusion:the individual costs of institutional competitiveness

A performance-based funding system like the United Kingdom’s ‘Research Excellence Framework’ (REF) symbolizes the re-rationalization of higher education according to neoliberal ideology and New Public Management technologies. The REF is also significant for disclosing the kinds of behaviour that characterize universities’ response to government demands for research auditability. In this paper, we consider the casualties of what Henry Giroux (2014) calls “neoliberalism’s war on higher education” or more precisely the deleterious consequences of non-participation in the REF. We also discuss the ways with which higher education’s competition fetish, embodied within the REF, affects the instrumentalization of academic research and the diminution of academic freedom, autonomy and criticality

What Stimulates Researchers to Make Their Research Usable? Towards an Openness Approach

Ambiguity surrounding the effect of external engagement on academic research has raised questions about what motivates researchers to collaborate with third parties. We argue that what matters for society is research that can be absorbed by users. We define openness as a willingness by researchers to make research more usable by external partners by responding to external influences in their own research practices. We ask what kinds of characteristics define those researchers who are more open to creating usable knowledge. Our empirical study analyses a sample of 1583 researchers working at the Spanish Council for Scientific Research (CSIC). Results demonstrate that it is personal factors (academic identity and past experience) that determine which researchers have open behaviours. The paper concludes that policies to encourage external engagement should focus on experiences which legitimate and validate knowledge produced through user encounters, both at the academic formation career stage as well as through providing ongoing opportunities to engage with third parties.The data used for this study comes from the IMPACTO project funded by the Spanish Council for Scientific Research - CSIC (Ref. 200410E639). The work also benefited from a mobility grant awarded by Eu-Spri Forum to Julia Olmos Penuela & Paul Benneworth for her visiting research to the Center of Higher Education Policy Studies. Finally, Julia Olmos Penuela also benefited from a post-doctoral grant funded by the Generalitat Valenciana (APOSTD-2014-A-006).Olmos-Peñuela, J.; Benneworth, P.; Castro-Martínez, E. (2015). What Stimulates Researchers to Make Their Research Usable? Towards an Openness Approach. 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Women and schooling

xi, 170 p.; 21 cm

New Managerialism and Higher Education: The Management of Performances and Cultures

ABSTRACT The paper examines the applicability of recent theories positing the existence of new approaches to the management of public sector institutions, to current organisational forms and management strategies in universities in the United Kingdom. The term 'new managerialism' is generally used to refer to the adoption by public sector organisations of organisational forms, technologies, management practices and values more commonly found in the private business sector. Particular attention is paid to the writings of John Clarke and Janet Newman. Their discussion of organisational forms (including Newman's attention to the gendering of such forms), technologies and narratives under 'new managerialist' regimes and of the tensions between managing cultures and performances in organisations operating under 'new managerial' regimes, are then drawn upon to analyse two different instances of organisational regimes and management practices in universities. The first of these is based on an exploratory study of a small group of feminist academic managers in higher education, where questions are raised about the possible links between feminist values and what Trow has termed 'soft' approaches to management, as opposed to the 'hard' management practices of 'new managerialism'. The second example is an insider account of changes to organisational forms and technologies resulting from a severe financial crisis at Lancaster University, where a shortage of resources seems to have precipitated at least some moves in the direction of 'new managerialism', even if the attempt to change organisational cultures has so far been uneven

Producing and Re/producing the European University in the 21st century: research perspectives on the shifting purposes of higher education

This paper examines some aspects of current debates about what constitutes the global university in the 21st century, focusing particularly on concepts and perspectives about how the idea of a university is being produced and reproduced. As well as exploring the theoretical and empirical content of eight different analyses ranging from the relationship between the university and the welfare state to the effects of the financialization of academic publishing, this paper considers the relevance of the arguments presented to universities themselves and the extent to which the contributions analyzed might also appeal to policy makers and university leaders. The eight analyses selected are among those presented at two recent international seminar series on universities, ideas, and globalization processes for which the author was a co-organizer