Recent years, higher education has undergone significant changes in a number of European countries. This paper focuses on reforms of the Danish higher education and a merging process that have radically changed the legislative and structural framework of higher education with implications on the organisation, autonomy and governance of institutions. Danish higher education is subject to intensive policymaking, as it is perceived in a wider socio-economic context, as an instrument to achieve national objectives responding to globalization challenges.
The most important changes are noticed in the distribution of power among stakeholders in the Danish higher education system with a concentration of power at the top level and a move of power from faculty to other stakeholders. Faculty has lost its influence on decision-making to appointed leaders and external interests. A new higher education culture is emerging, imposed top-down. A key question concerns therefore the effects of the new setting on the higher education culture, the tasks and the working conditions of faculty.
|Keywords:||Higher Education Organisational Culture and Organisational Change, Knowledge Management, Decision Making, Mergers|
Associate Professor, The Danish Centre for Studies in Research and Research Policy, University of Aarhus, Aarhus, Denmark
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