Academic Culture from the Perspective of Polish Universities

• Autorzy: Łukasz Sułkowski
• Języki publikacji: EN

Abstrakty

EN

The objective of the article is the search for dimensions allowing the study of academic cultures. Academic culture is treated as a special kind of organizational and professional culture shaping the identity of universities, as well as professional identity of academic staff. The research method is the analysis of literature of the subject and few studies available in Poland. Firstly, an attempt was made to define academic culture. Then, a typology of organizational culture was carried out, trying at the same time to identify features characteristic for the academic culture. The last part is devoted to an attempt to identify the distinctive features for the type of academic culture dominating in Polish universities. The article is the result of the NCN (The National Science Centre) project no. 2014/13/B/ HS4/015812014/13/B/HS4/01581: Culture of quality in Polish universities, Jagiellonian University, carried out in 2015-2016. (original abstract)

Słowa kluczowe

EN

Higher education; Organisational culture

PL

Szkolnictwo wyższe; Kultura organizacyjna

• Czasopismo: Przedsiębiorczość i Zarządzanie
• Rocznik: 2016
• Numer: t. 17, z. 2, cz. 1 Wykorzystanie zarządzania projektami w sektorze publicznym
• Strony: 7--21

Twórcy

autor

Łukasz Sułkowski

• Jagiellonian University

Bibliografia

• Agranoff R. (2007), Managing within networks: Adding value to public organizations, Georgetown University Press, Waszyngton.
• Bartell M. (2003), Internationalization of universities: A university culture-based framework, "Higher Education", Vol. 45, No. 1.
• Bason Ch. (2010), Leading public sector innovation: Co-creating for a better society, Policy Press, Bristol.
• Bates K.A., Amundson S.D., Schroeder R.G., Morris W.T. (1995), The Crucial Interrelationship between Manufacturing Strategy and Organizational Culture, "Management Science", Vol. 41, No. 10.
• Becher T. (1981), Towards a definition of disciplinary cultures, "Studies in Higher Education", Vol. 6, No. 2.
• Belfiore E. (2004), Auditing culture: The subsidised cultural sector in the New Public Management, "International Journal of Cultural Policy", Vol. 10, No. 2.
• Brown K., Waterhouse J., Flynn Ch. (2003), Change management practices: is a hybrid model a better alternative for public sector agencies?, "International Journal of Public Sector Management", Vol. 16, No. 3.
• Chandler G.N., Keller Ch., Lyon D.W. (2000), Unraveling the Determinants and Consequences of an Inn Ovation-Supportive Organizational Culture, "Entrepreneurship: Theory and Practice", Vol. 25.
• Clark B. (1998), Creating Entrepreneurial Universities. Organizational Pathways of Transformation, Pergamon Press, Nowy Jork.
• Clark B.R. (1973), Development of the sociology of higher education, "Sociology of Education", Vol. 46.
• Clark B.R. i in. (1983), The Higher Education System. Academic Organization in Cross-National Perspective, Berkeley University of California Press, Kalifornia-Londyn.
• Claver E., Llopis J. i in. (1999), Public administration: from bureaucratic culture to citizen-oriented culture, "International Journal of Public Sector Management", Vol. 12, No. 5.
• Corson J.J., Foote C., Mayer H. (1969), Culture of university-governance and education, "Journal of Higher Education", Vol. 6.
• Dias D., Sa M.J. (2014), Initiation rituals in university as lever for group cohesion, "Journal of Further and Higher Education", Vol. 38, No. 4.
• Dill D.D. (1982), The Management of Academic Culture: Notes on the Management of Meaning and Social Integration, "Higher Education", Vol. XI.
• Field L. (2015), Appraising academic appraisal in the new public management university, "Journal of Higher Education Policy and Management", Vol. 37, No. 2.
• Grey Ch., Garsten Ch. (2001), Trust, Control and Post-Bureaucracy, Judge Institute of Management Studies, University of Cambridge, UK, "Organization Studies", Vol. 22, No. 2.
• Handman M. (1933), The Bureaucratic Culture Pattern and Political Revolutions, "American Journal of Sociology", Vol. 39, No. 3.
• Haque M.S. (2007), Revisiting the new public management, "Public Administration Review", Wiley Online Library, http://onlinelibrary.wiley.com/doi/10.1111/j.1540-6210.2006.00705_5.x/full.
• Hechanova R.M., Cementina-Olpoc R. (2013), Transformational leadership, change management and commitment to change: A comparison of academic and business organizations, "The Asia-Pacific Education Researcher ", Vol. 22, No. 1.
• Hisrich R.D., Bucar B., Oztark S. (2003), A cross-cultural comparison of business ethics: cases of Russia, Slovenia, Turkey, and United States, "Cross Cultural Management: An International Journal", Vol. 10, No. 1.
• Hofstede G. (1998), Attitudes, values and organizational culture: Disentangling the concepts, "Organization studies", Vol. 19, No. 3.
• Houston D.J. (2000), Public-service motivation: A multivariate test, "Journal of public administration research and theory", Vol. 10, No. 4.
• Hryniewicz J. (2004), Polityczny i kulturowy kontekst Rozwoju gospodarczego, Scholar, Warszawa.
• Jermier J.M., Slocum Jr. J.W., Fry L.W., Gaines J. (1991), Organizational Subcultures in a Soft Bureaucracy: Resistance behind the Myth and Facade of an Official Culture, "Organization Science", Vol. 2, No. 2.
• Jones S., Lefoe G. i in. (2012), Distributed leadership: a collaborative framework for academics, executives and professionals in higher education, "Journal of Higher Education Policy and Management", Vol. 34, No. 1.
• Kościelniak C. (2015), Kulturowe uwarunkowania uniwersytetu w kontekście kryzysów państw dobrobytu, "CPP Research Papers Series", t. 54.
• Krimsky S. (1987), The new corporate identity of the American university, "Alternatives", Vol. 14, No. 2.
• Kwiek M., Antonowicz D. (2015), The Changing Paths in Academic Careers in European Universities: Minor Steps and Major Milestones, Academic Work and Careers in Europe: Trends, Challenges, Perspectives, Springer International Publishing 2015.
• London H.B. (1978), The culture of a community college, Praeger Publishers, Nowy Jork.
• Martins E.C., Terblanche F. (2003), Building organisational culture that stimulates creativity and innovation, "European Journal of Innovation Management", Vol. 6, Iss. 1.
• Mascarenhas R.C. (1993), Building an enterprise culture in the public sector: reform of the public sector in Australia, Britain, and New Zealand, "Public Administration Review".
• McGuire S. (2003), Entrepreneurial Organizational Culture: Construct Definition and Instrument Development and Validation, Dissertation Submitted to The Faculty of The School of Business and Public Management of The George Washington University, Waszyngton.
• Mulgan G., Albury D. (2003), Innovation in the public sector, Strategy Unit, Cabinet Office, Londyn.
• Nkomo M.O. (1984), Student culture and activism in black South African universities: the roots of resistance, Westport, Conn: Greenwood Press.
• Nowak S. (1979), System wartości społeczeństwa polskiego, "Studia Socjologiczne", nr 4.
• O'Donnell M. (1998), Creating a Performance Culture? Performance-based Pay in the Australian Public Service, "Australian Journal of Public Administration", t. 57, nr 3.
• Parker R., Bradley L. (2000), Organizational culture in the public sector: evidence from six organizations, "International Journal of Public Sector Management", Vol. 13, No. 2.
• Peters T.J., Waterman R.H. (2000), Poszukiwanie doskonałości w biznesie, Medium, Warszawa.
• Riege A., Lindsay N. (2006), Knowledge management in the public sector: stakeholder partnerships in the public policy development, "Journal of Knowledge Management", Vol. 10, No. 3.
• Ruppel C.P., Harrington S.J. (2001), Professional Communication, "IEEE Journals & Magazine", Vol. 44.
• Sathe V. (1983), Implications of Corporate Culture, "Organizational Dynamics", No. 12.
• Schein E.H. (1990), Organizational culture, American Psychological Association, Vol. 45, No. 2.
• Siegel D.S., Waldman D.A. i in. (2004), Toward a model of the effective transfer of scientific knowledge from academicians to practitioners: qualitative evidence from the commercialization of university technologies, "Journal of Engineering and Technology Management", Vol. 21, No. 1.
• Sikorski Cz. (2008), O zaletach słabej kultury organizacyjnej, "Zarządzanie Zasobami Ludzkimi", t. 6.
• Sporn B. (1996), Managing university culture: an analysis of the relationship between institutional culture and management approaches, "Higher Education", Vol. 32, No. 2.
• Stensaker B., Vabo A. (2013), Re-inventing Shared Governance: Implications for Organisational Culture and Institutional Leadership, "Higher Education Quarterly", Vol. 67, No. 3.
• Stensaker B., Valimaa J., Sarrico C.S. (2012), Managing Reform in Universities. The Dynamics of Culture, Identity and Organizational Change, Macmillan Publishers Limited.
• Sułkowski Ł. (2012), Elements of Organizational Culture - Theoretical and Methodological Problems, "Management", Vol. 2.
• Sułkowski Ł. (2016), Kultura akademicka - koniec utopii?, PWN, Warszawa.
• Szelenyi K., Rhoads R.A. (2013), Academic culture and citizenship in transitional societies: case studies from China and Hungary, "Higher Education", Vol. 66, No. 4.
• Wawak T. (2012), Najważniejsze propozycje zmian w systemie zarządzania szkolnictwem wyższym w Polsce w opinii ankietowanych profesorów - wyniki badań, "Zarządzanie i Finanse", t. 10, nr 3, cz. 1.
• Weibel A., Rost K., Osterloh M. (2010), Pay for performance in the public sector-Benefits and (hidden)costs, "Journal of Public Administration Research and Theory", Vol. 20, No. 2.
• Whorton J.W., Worthley J.A. (1981), A perspective on the challenge of public management: Environmental paradox and organizational culture, "Academy of Management Review", Vol. 6, No. 3.
• Whorton Jr J.W., Gibson F.K., Dunn D.D. (1986), The culture of university public service: A national survey of the perspectives of users and providers, "Public Administration Review", Vol. 46, No. 1.
• Willets D. (1992), Modern conservatism, "The Political Quarterly", Vol. 63, No. 4.