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

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dc.contributor.author Davis, Annemarie
dc.contributor.author Jansen van Rensburg, Mari
dc.contributor.author Venter, Peet
dc.date.accessioned 2015-08-14T11:10:29Z
dc.date.available 2015-08-14T11:10:29Z
dc.date.issued 2014
dc.identifier.citation Davis, A., Jansen van Rensburg, M. and Venter, P.(2014). The impact of managerialism on the strategy work of university middle managers. Studies in Higher Education, DOI:10.1080/03075079.2014.981518; en
dc.identifier.issn 0307-5079
dc.identifier.uri http://hdl.handle.net/10500/18912
dc.description.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. en
dc.language.iso en en
dc.subject middle managers; en
dc.subject university management; en
dc.subject managerialism; en
dc.subject university management; en
dc.subject academic managers; en
dc.subject strategy work en
dc.title The impact of managerialism on the strategy work of university middle managers en
dc.type Article en
dc.description.department Business Management en


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