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Matrix hybridity: the complex realities of strategic councils

In: Research Handbook on the Transformation of Higher Education

Author

Listed:
  • Stefan Lundborg
  • Lars Geschwind

Abstract

This chapter discusses the transformation of university governance through the introduction of new types of internal management structures through strategic councils. Through interviews with internal stakeholders at three Swedish universities with varying structural characteristics and disciplinary profiles, the study investigates how different interests and groups interface in university-wide councils and what implications their interactions carry for the traditional management structures within the line organisation as well as the collegium, and for the ability of universities to cope with conflicting demands. The material is interpreted through a dual-layer framework where the perspectives of the interviewees are compared to a trustee-delegate spectrum of representativeness, and the roles of the strategic councils are viewed through a combined lens of resource dependence theory and organisational hypocrisy.

Suggested Citation

  • Stefan Lundborg & Lars Geschwind, 2023. "Matrix hybridity: the complex realities of strategic councils," Chapters, in: Liudvika Leišytė & Jay R. Dee & Barend J.R. van der Meulen (ed.), Research Handbook on the Transformation of Higher Education, chapter 25, pages 382-397, Edward Elgar Publishing.
    • Handle: RePEc:elg:eechap:20314_25
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    File URL: https://www.elgaronline.com/doi/10.4337/9781800378216.00035
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