The Responsive University: A Cautionary Tale

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dc.contributor.authorAwbrey, Susan M.
dc.contributor.editorCole, Natalie B.
dc.coverage.temporal2010s
dc.date.accessioned2020-05-15T16:59:03Z
dc.date.available2020-05-15T16:59:03Z
dc.date.issued2012-10-01
dc.description.abstractAccelerating change and external criticism are forcing university administrators to actively seek new managerial forms that address the need for innovation in higher education. Unsatisfied with the traditional professional and administrative bureaucracies, institutional leaders are experimenting with adhocracy management systems to respond to the needs and concerns of university constituents. This paper discusses three cautions regarding adhocracy: the importance of creating internal as well as external organizational fit; the importance of integrating adhocracy into the already blended, loosely coupled management systems of the university; and the importance of developing intentional implementation strategies for adhocracy systems.en_US
dc.identifier.citationAwbrey, Susan M. "The Responsive University: A Cautionary Tale" Oakland Journal 23 (2012). 58-72en_US
dc.identifier.issn1529-4005
dc.identifier.urihttp://hdl.handle.net/10323/7971
dc.language.isoen_USen_US
dc.publisherOakland Universityen_US
dc.relation.ispartofOakland Journal Number 23: Fall 2012en_US
dc.rightsCopyright held by Oakland Universityen_US
dc.subjectGovernanceen_US
dc.subjectHigher educationen_US
dc.titleThe Responsive University: A Cautionary Taleen_US
dc.typeArticleen_US

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Oakland Journal Number 23: Fall 2012