Part I: Academic governance in context.- 1 The changing nature of the university sector.- 2 University governance within an international context.- 3 What is academic governance?.- 4 Comparing academic governance across Anglophone nations.- 5 The theoretical and policy context.- 6 University governance models.- Part II: Case studies of academic governance in practice.- 7 Changes in the case study academic boards over time.- 8 Academic board strengths and weaknesses.- 9 Academic governance within university power and authority relationships.- 10 The academic board and academic quality assurance.- Part III: Moving forward.- 11 Key issues and challenges facing academic governance.- 12 Strengthening academic governance into the future.
"The book chronicles the changes in university governance in Anglophone systems in a thorough and systematic way. It brings together in one volume an analysis of the trends and issues facing the governance of the world's major higher education systems. It is the only recent work that I know of which does this. The shift from "academic governance" to "executive governance" has been one of the most important changes facing higher education nearly everywhere. Rowlands' documentation and analysis of these changes is deep and rich." (Professor V. Lynn Meek, University of Melbourne) "This is a much needed and carefully crafted comparative analysis of the UK, USA and Australia as to the changing role of academic boards or senates in university governance. Rowlands' skillful use of theory in clear, accessible language goes to the heart of a troubling shift in power away from academics to the executive in the modern university in more regulated/deregulated and marketised contexts. Rowlands illustrates how academic boards or senates now function less as sites of debate and more in a performative role of quality assurance, thus symbolizing the weakening role of academics relative to executive leadership and management in decision-making about the core work of teaching and research, although with significant national differences. The focus on the internal mechanisms of university governance highlights issues regarding academic freedom, institutional and professional autonomy, tenure, accountability, workload and student participation and how academic norms are moving towards commercial foci." (Professor Jill Blackmore, Deakin University) "In an era that has seen the decline of the professor and the rise of executive senior management, Julie Rowlands builds round a focus on the senate/academic board to examine how universities are run. She shines a light on power, where it resides, how it is exercised and what checks and balances exist. This illuminating book will be essential to courses on higher education management and key reading for those involved in governance, not least representatives of staff subject to New Public Management." (Professor Ian McNay, University of Greenwich)
Dr Julie Rowlands researches from within a critical sociology of education perspective in the areas of governance, higher education systems, academic quality assurance, education leadership and organisational change. Her work has been published in high-impact international journals including the British Journal of Sociology of Education, Critical Studies in Education and Studies in Higher Education. Julie’s findings on academic boards have been used by a number of universities around Australia and internationally as a basis for board member education programs. Prior to her academic work, Julie served as a senior manager in higher education governance for more than 15 years. She is currently a senior lecturer in education leadership at the School of Education, Deakin University, where she is a member of the strategic research centre Research for Education Impact (REDI).
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