Higher Education Management and Policy

Volume 19, Volume No. 2 Journal of the Programme on Institutional Management Journal of the Programme in Higher Education on Institutional Management in Higher Education Higher Education Management and Policy Contents Academic Values, Institutional Management and Public Policies Higher Education David Ward 9 The University and its Communities Management David Watson 21 League Tables as Policy Instruments: Uses and Misuses and Policy Jamil Salmi and Alenoush Saroyan 31 Universities on the Catwalk: Models for Performance Ranking in Australia Hamish Coates 69 The Impact of League Tables and Ranking Systems on Higher Education Decision Making Ellen Hazelkorn 87 Peripheries and Centres: Research Universities in Developing Countries Higher Education Management and Policy Philip G. Altbach 111 Managing Human Resources in Higher Education: The Implications of a Diversifying Workforce George Gordon and Celia Whitchurch 135 Subscribers to this printed periodical are entitled to free online access. If you do not yet have online access via your institution’s network, contact your librarian or, if you subscribe personally, send an e-mail to [email protected]. Volume 19, No. 2 ISSN 1682-3451 2007 SUBSCRIPTION (3 ISSUES) www.oecd.org/publishingwww.oecd.org/publishing 89 2007 02 1 P -:HRLGSC=XYZUUU: Volume 19, No. 2 JOURNAL OF THE PROGRAMME ON INSTITUTIONAL MANAGEMENT IN HIGHER EDUCATION Higher Education Management and Policy Volume 19, No. 2 ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT The OECD is a unique forum where the governments of 30 democracies work together to address the economic, social and environmental challenges of globalisation. The OECD is also at the forefront of efforts to understand and to help governments respond to new developments and concerns, such as corporate governance, the information economy and the challenges of an ageing population. The Organisation provides a setting where governments can compare policy experiences, seek answers to common problems, identify good practice and work to co-ordinate domestic and international policies. The OECD member countries are: Australia, Austria, Belgium, Canada, the Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Japan, Korea, Luxembourg, Mexico, the Netherlands, New Zealand, Norway, Poland, Portugal, the Slovak Republic, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States. The Commission of the European Communities takes part in the work of the OECD. OECD Publishing disseminates widely the results of the Organisation’s statistics gathering and research on economic, social and environmental issues, as well as the conventions, guidelines and standards agreed by its members. This work is published on the responsibility of the Secretary-General of the OECD. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the Organisation or of the governments of its member countries. Also available in French under the title: Politiques et gestion de l’enseignement supérieur Volume 19, no 2 © OECD 2007 No reproduction, copy, transmission or translation of this publication may be made without written permission. Applications should be sent to OECD Publishing [email protected] or by fax 33 1 45 24 99 30. Permission to photocopy a portion of this work should be addressed to the Centre français d’exploitation du droit de copie (CFC), 20, rue des Grands-Augustins, 75006 Paris, France, fax 33 1 46 34 67 19, [email protected] or (for US only) to Copyright Clearance Center (CCC), 222 Rosewood Drive Danvers, MA 01923, USA, fax 1 978 646 8600, [email protected]. HIGHER EDUCATION MANAGEMENT AND POLICY Higher Education Management and Policy ● A journal addressed to leaders, managers, researchers and policy makers in the field of higher education institutional management and policy. ● Covering practice and policy in the field of system and institutional management through articles and reports on research projects of wide international scope. ● First published in 1977 under the title International Journal of Institutional Management in Higher Education, then Higher Education Management from 1989 to 2001, it appears three times a year in English and French editions. Information for authors wishing to submit articles for publication appears at the end of this issue. Articles and related correspondence should be sent directly to the editor: Prof. Michael Shattock Higher Education Management and Policy OECD/IMHE 2, rue André-Pascal 75775 Paris Cedex 16 France To subscribe send your order to: OECD Publications Service 2, rue André-Pascal, 75775 Paris Cedex 16, France 2007 subscription (3 issues): €112 US$141 £77 ¥14 700 Online bookshop: www.oecdbookshop.org HIGHER EDUCATION MANAGEMENT AND POLICY – VOLUME 19, No. 2 – ISSN 1682-3451 – © OECD 2007 3 The Programme on Institutional Management in Higher Education (IMHE) started in 1969 as an activity of the OECD’s newly established Centre for Educational Research and Innovation (CERI). In November 1972, the OECD Council decided that the Programme would operate as an independent decentralised project and authorised the Secretary-General to administer it. Responsibility for its supervision was assigned to a Directing Group of representatives of governments and institutions participating in the Programme. Since 1972, the Council has periodically extended this arrangement; the latest renewal now expires on 31 December 2008. The main objectives of the Programme are as follows: ● To promote, through research, training and information exchange, greater professionalism in the management of institutions of higher education. ● To facilitate a wider dissemination of practical management methods and approaches. EDITORIAL ADVISORY GROUP Editorial Advisory Group Elaine EL-KHAWAS George Washington University, United States (Chair) Philip G. ALTBACH Boston College, United States Chris DUKE RMIT University, Australia Leo GOEDEGEBUURE University of Twente (CHEPS), Netherlands Ellen HAZELKORN Dublin Institute of Technology, Ireland Salvador MALO Instituto Mexico de la Competitividad, Mexico Vin MASSARO University of Melbourne, Australia V. Lynn MEEK University of New England, Australia Robin MIDDLEHURST University of Surrey, United Kingdom José-Ginés MORA Technical University of Valencia, Spain Detlef MÜLLER-BÖHLING Centre for Higher Education Development, Germany Christine MUSSELIN Centre de Sociologie des Organisations (CNRS), France Jan SADLAK UNESCO-CEPES, Romania Jamil SALMI The World Bank, United States Sheila SLAUGHTER The University of Arizona, United States HIGHER EDUCATION MANAGEMENT AND POLICY – VOLUME 19, No. 2 – ISSN 1682-3451 – © OECD 2007 5 EDITORIAL ADVISORY GROUP Andrée SURSOCK European University Association, Belgium Ulrich TEICHLER INCHER-Kassel, Germany Luc WEBER Université de Genève, Switzerland Akiyoshi YONEZAWA NIAD-EU, Japan 6 HIGHER EDUCATION MANAGEMENT AND POLICY – VOLUME 19, No. 2 – ISSN 1682-3451 – © OECD 2007 TABLE OF CONTENTS Table of Contents Academic Values, Institutional Management and Public Policies David Ward . 9 The University and Its Communities David Watson . 21 League Tables as Policy Instruments: Uses and Misuses Jamil Salmi and Alenoush Saroyan . 31 Universities on the Catwalk: Models for Performance Ranking in Australia Hamish Coates. 69 The Impact of League Tables and Ranking Systems on Higher Education Decision Making Ellen Hazelkorn . 87 Peripheries and Centres: Research Universities in Developing Countries Philip G. Altbach . 111 Managing Human Resources in Higher Education: The Implications of a Diversifying Workforce George Gordon and Celia Whitchurch . 135 HIGHER EDUCATION MANAGEMENT AND POLICY – VOLUME 19, No. 2 – ISSN 1682-3451 – © OECD 2007 7 ISSN 1682-3451 Higher Education Management and Policy Volume 19, No. 2 © OECD 2007 Academic Values, Institutional Management and Public Policies by David Ward American Council on Education, United States The impacts of market-related policies and revenues on higher education are not uniform but globalisation has opened most institutions to new pressures. The public funding models developed 50 years ago underestimated the full cost of mass higher education as an entitlement while the sheer scale of resources needed to sustain a comprehensive research university demand a more nuanced balance of research and teaching for most institutions. These same pressures threaten equitable access if rising tuition fees are not fully matched by adequate need-based financial aid while in the absence of tuition pressures, unfunded increases in student participation undermines the quality of higher education. In this environment, justifications of increased funding are often based on utilitarian goals affecting the motives of research and scholarship and distorting the balance of curricular developments. In contrast, the increased range of revenue streams has created opportunities for more creative and less regulated institutional priorities. The potential impacts of private interests on higher education are well recognised but a politically vulnerable and often singular dependency on state funding is also capable of deflecting academic values. As institutions of higher education clarify their values to cope with global pressures to provide mass higher education and to meet the needs of the knowledge economy, they must also serve as places of imagination, innovation, disputation, scepticism and questioning. Those values

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