Strategy, Structure and Culture of the Hybrid University:Towards the University of the 21st Century

Author: Mouwen, K.

Source: Tertiary Education and Management, Volume 6, Number 1, 2000 , pp. 47-56(10)

Publisher: Springer

Buy & download fulltext article:

OR

Price: $47.00 plus tax (Refund Policy)

Abstract:

In many countries in the western world the government is stepping back in the steering and funding of higher education. As a consequence, institutes for higher education try to find additional incomes on the market. Sometimes, this happens only for financial reasons, sometimes as a result of a deliberate market-focused strategy. In this way, former publicly funded universities turn into so-called hybrid organisations. The main characteristic of these hybrid organisations is that they try to combine the traditional task- and the modern market-steering. These hybrid universities have to solve a number of problems in the field of strategy-making, internal organisation and the matching of different cultures. In this contribution new concepts will be presented for strategy-development and internal organisation of the hybrid university. The differences between the cultures of the traditional academia and the modern market are discussed and it is indicated how to bridge the observed gap between these cultures. The hybrid university will be presented as the university concept for the 21st century.

Document Type: Regular Paper

Affiliations: Tilburg University, Warandelaan 2, 5000 LE, Tilburg, The Netherlands E-mail: c.a.m.mouwen@kub.nl

Publication date: January 1, 2000

Related content

Key

Free Content
Free content
New Content
New content
Open Access Content
Open access content
Subscribed Content
Subscribed content
Free Trial Content
Free trial content

Text size:

A | A | A | A
Share this item with others: These icons link to social bookmarking sites where readers can share and discover new web pages. print icon Print this page