The impact of managerialism on the strategy work of university middle managers

Article


Davis, A, Jansen van Rensburg, M. and Venter, P. 2016. The impact of managerialism on the strategy work of university middle managers. Studies in Higher Education. 41 (8), pp. 1480-1494. https://doi.org/10.1080/03075079.2014.981518
TypeArticle
TitleThe impact of managerialism on the strategy work of university middle managers
AuthorsDavis, A, Jansen van Rensburg, M. and Venter, P.
Abstract

In an attempt to understand the effects of managerialism on university managers in a developing country, we set out to gather rich data on the strategy work of middle managers through a single case study at a South African university. Managerialism has the potential to solve inefficiencies in university systems and processes, as it could help to simplify the complex university management environment. Yet, our findings show that middle managers at the chosen institution are constrained by the effects of managerialism. Managerialism has resulted in a tyranny of bureaucracy which translates into disempowered middle managers, a culture of conformance over collegiality, control at the cost of innovation and experimentation and an over-articulation of strategy which devalues the strategy. To cope with the identified negative effects of managerialism, middle managers create their own systems outside the bureaucracy and provide more support to peers and subordinates.

Keywordsmiddle managers; managerialism; university management; academic managers; strategy work
PublisherTaylor & Francis (Routledge)
JournalStudies in Higher Education
ISSN0307-5079
Electronic1470-174X
Publication dates
Online06 Dec 2014
Print02 Aug 2016
Publication process dates
Deposited31 May 2024
Output statusPublished
Publisher's version
File Access Level
Open
Copyright Statement

© 2014 The Author(s). Published by Taylor & Francis.
This is an Open Access article. Non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly attributed, cited, and is not altered, transformed, or built upon in any way, is permitted. The moral rights of the named author(s) have been asserted.

Digital Object Identifier (DOI)https://doi.org/10.1080/03075079.2014.981518
LanguageEnglish
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