Identifying and Empowering Change Agents


Knut Eckstein, Christian Kaiser, Maria Wittmann, Martin Zirm, Sissel Østberg, Dominik Antonowicz


12,99 € (56 Seiten, PDF)


  • Roles and Challenges for External Change Agents in Implementing a Quality Management System for Learning and Teaching

    Knut Eckstein, Christian Kaiser, Maria Wittmann, Martin Zirm

    This article is to illustrate the methods applied and the experience gathered by a large school of business and economics when designing and implementing a ‘quality process‘-based internal quality assurance system for teaching and learning in cooperation with a business organization acting as an external change agent. The success factors of such undertaking, which can be seen as a possible example for similar public-private non-profit partnerships in developing internal quality assurance schemes, is highlighted from the perspectives of both partners, the university and the external institutional advisers who act as change agents.

  • Regional Challenges – Institutional Choices

    Sissel Østberg

    On the background of global, national and regional challenges of higher education, this article presents the merger process of two university colleges in Norway which took place between 2008 and 2011. Emphasis is put on challenges like the need to increase the number of students and at the same time develop the quality of bachelor-, master- and Ph.D.-programs. A wish to strengthen the research capacity and the ambition to become a university was also part of the discussion related to the merger. Arguments for and against the merger are presented and some tensions between external and internal interests are highlighted.

  • External Influences and Local Responses

    Dominik Antonowicz

    The article analyses the dynamics of change in higher education and identifies its main drivers. The systems of higher education are found in-between two conflicting forces: on the one hand external pressure toward convergence, stimulated by growing internationalisation, standarisation of data collected by transnational organizations, and international rankings, and on the other, the influence of the heavily institutionalized socio-political environments in which universities operate, which drive the systems of higher education toward increasing divergence. These contradictory and often conflicting political pressures and academic traditions become a challenge for university management.

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