MANAGING ACADEMIA

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Abstract
This paper critically examines the emergence of the ‘corporate management’ strategy within higher education with reference to developments in two institutions. Within the paradigmatically economic rationalist concept of the White Paper ‘reforms’, it is suggested, the consensual ‘culture building’ aspects of corporate management give way to older forms of managerial prerogative emphasising centralisation of power and agenda control. This further enhances the capacities of the Chief Executive Officers within the higher education institutions to develop their own agendas, hence subverting nationally‐determined priorities, such as equity, informing the White Paper proposals. What emerges then in the new deregulated context is educational anarchy and ad hocery in response to short‐term market opportunities, rather than rational and purposive action directed towards properly considered ends.

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