scholarly journals Entrepreneurial university – fashion or necessity?

2018 ◽  
Vol 13 (2) ◽  
pp. 131-142
Author(s):  
Piotr Pietrzak
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Entrepreneurial University ◽  
New Public

Stale zmniejszający się poziom finansowania publicznego, rosnąca biurokratyzacja czy umasowienie kształcenia sprawiają, że uczelnie coraz częściej działają zgodnie z logiką New Public Management (nowe zarządzanie publiczne), zaś idea uniwersytetu przedsiębiorczego staje się jednym z głównych punktów odniesienia w międzynarodowych i europejskich debatach o przyszłości szkolnictwa wyższego. Terminologia używana w biznesie coraz częściej służy do opisu działalności akademickiej. Wykorzystywane są takie pojęcia jak: „produkcja wiedzy”, „podaż usług edukacyjnych”, „rynek usług edukacyjnych”, czy „efektywność funkcjonowania szkół wyższych”. Jednocześnie część środowiska akademickiego dostrzega w dokonującej się transformacji zagrożenie dla tradycyjnego modelu uczelni, eksponującego takie wartości jak: wolność intelektualna, bezinteresowna nauka, dążenie do prawdy. Celem niniejszego artykułu jest odpowiedź na pytanie, czy uniwersytet przedsiębiorczy jest chwilową modą, czy też koniecznością wynikającą z dokonujących się przemian społeczno-gospodarczych?

scholarly journals Towards the Entrepreneurial University 2.0: Reaffirming the Responsibility of Universities in the Era of Accountability

2021 ◽  
Vol 13 (6) ◽  
pp. 3073 ◽  
Author(s):  
Shuiyun Liu ◽  
Peter C. van der Sijde
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Entrepreneurial University ◽  
Entrepreneurial Universities ◽  
Knowledge Based ◽  
New Public ◽  
The Government ◽  
Accountability Era ◽  
Comprehensive Framework ◽  
National Governments

Universities have been expected to do more to solve economic and social problems in the knowledge-based society. Many universities have tried to become more entrepreneurial in order to respond to the overloaded demands from external society. However, the notion of entrepreneurial university is still quite vague, and so this paper firstly tries to propose a comprehensive framework describing the entrepreneurial university. Facing the increasing global competition, the national governments have also push universities to do more for the society and to be accountable for their “effectiveness” and “quality”, by using the new public management techniques. However, these managerialism approaches have posed serious challenge for the development of entrepreneurial universities. In order to better balance the expectation for being entrepreneurial from the external industry and society, and the managerialism requirement from the government, this paper proposes to reassert the responsibility of universities in the accountability era, moving towards “Entrepreneurial Universities 2.0”.

scholarly journals The Post-entrepreneurial University: The Case for Resilience in Higher Education

2021 ◽  
pp. 173-193
Author(s):  
Mitchell Young ◽  
Rómulo Pinheiro
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Organizational Form ◽  
Entrepreneurial University ◽  
Loose Coupling ◽  
Resilience Thinking ◽  
New Public ◽  
Conceptual Clarity ◽  
The University ◽  
Institutional Foundations

AbstractHistorically speaking, the university has been a highly resilient organizational form; however recent pressures to become entrepreneurial threaten the institutional foundations on which that reliance is based. The chapter first provides conceptual clarity by revisiting what we argue are two distinct schools of thought on the entrepreneurial university. We show how the economic school’s conception intertwines with the rise of New Public Management (NPM) in Europe in the late 1990s and early 2000s, reframing the concept in ways that made it incompatible with resilience thinking. However, we argue that by tying back into ‘lost’ elements of sociological school’s conception, and associating them with concepts from complex systems literature (loose coupling, slack, and requisite diversity), a hybrid model which is both resilient and entrepreneurial can be achieved. We call this the post-entrepreneurial university.

"Jedes starre Konzept ist schlecht und passt net' in diese Welt"

2007 ◽  
Vol 37 (148) ◽  
pp. 369-381 ◽  
Author(s):  
Wolfgang Ludwig-Mayerhofer ◽  
Ariadne Sondermann ◽  
Olaf Behrend
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Qualitative Interviews ◽  
Unemployed People ◽  
Staff Members ◽  
Public Employment Service ◽  
New Public ◽  
Recent Reform ◽  
The Unemployed ◽  
New Procedures

The recent reform of the Bundesagentur fijr Arbeit, Germany's Public Employment Service (PES), has introduced elements of New Public Management, including internal controlling and attempts at standardizing assessments ('profiling' of unemployed people) and procedures. Based on qualitative interviews with PES staff, we show that standardization and controlling are perceived as contradicting the 'case-oriented approach' used by PES staff in dealing with unemployed people. It is therefore not surprising that staff members use considerable discretion when (re-)assigning unemployed people to one of the categories pre-defined by PES headquarters. All in all, the new procedures lead to numerous contradictions, which often result in bewilderment and puzzlement on the part of the unemployed.

Organisation des Luzerner Forstdienstes – konsequente Entflechtung von hoheitlichen und betrieblichen Aufgaben | Organisation of the forestry services in Lucerne – differentiating between sovereign and management tasks

2001 ◽  
Vol 152 (11) ◽  
pp. 453-459 ◽  
Author(s):  
Georg Iselin ◽  
Albin Schmidhauser
Keyword(s):  
Forest Management ◽  
Public Management ◽  
New Public Management ◽  
Work Force ◽  
Forest Reserve ◽  
New Public ◽  
Forest Regions ◽  
Management Project ◽  
Forestry Services ◽  
The Individual

During the past ten years most cantonal forest services have undergone re-organisations. Lucerne's cantonal forest administration initiated a fundamentally new way of providing forestry services by differentiating between sovereign tasks and management tasks. By examining the individual steps of the process we demonstrate how starting with the mandate,goals were developed and implemented over several years. Product managers assumed responsibility for products, as defined in the New Public Management Project, on a cantonal-wide basis. Work within a matrix organisation has led to significant changes. Territorial responsibilities are increasingly assumed by district foresters, who have modern infrastructures at their disposal in the new forestry centres. The re-organisation has led to forest districts being re-drawn and to a reduction in the number of forest regions. To provide greater efficiency,state forest management has been consolidated into a single management unit. The new forest reserve plan removes almost half of the state forest from regular forest management,resulting in a reduction in the volume of work and in the work force. We show how effective the differentiation of sovereignty tasks and management tasks has been in coping with the effects of hurricane Lothar.

Public Entrepreneurship. Zur Unternehmerisierung der öffentlichen Verwaltung

2020 ◽  
Vol 14 (1-2021) ◽  
pp. 1-21
Author(s):  
Michael Vollstädt
Keyword(s):  
Public Management ◽  
New Public Management ◽  
Öffentliche Verwaltung ◽  
New Public ◽  
Public Entrepreneurship

Die Entwicklung der öffentlichen Verwaltung in Richtung eines effizienten und effektiv geführten Unternehmens ist seit dem Aufkommen des New Public Management (NPM) ein zentrales Thema von Verwaltungsreformen. Nicht selten tritt die damit eihergehende Ökonomisierung der Verwaltung dabei in Konflikt mit den bürokratischen Strukturen und dem Amtsethos der Angestellten. Bei aller Kritik und Diskussion um diese Tendenz zur Unternehmerisierung bleibt jedoch die Frage, was unter dieser Unternehmerisierung zu verstehen sei, meist latent. Das Ziel dieses Beitrages besteht darin, genauer zu eruieren, welche Vorstellung von Unternehmerisierung in den Diskursen des NPM im Zentrum steht, und ein alternatives Verständnis für die öffentliche Verwaltung zu entwickeln. Dafür bedient sich der hiesige Beitrag Ansätzen der Entrepreneurship-Forschung, um eine inhaltliche Anreicherung der Diskussion zu befördern. Damit soll ein Wandel von einer manageriellen hin zu einer unternehmerischen Sicht der Verwaltung skizziert werden, der anschlussfähig ist für die aktuellen Diskussionen um eine innovative und agile Verwaltung.

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