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Higher education in Europe has undergone remarkable transformations over the last two decades. Germany is a very interesting case in point here. While the country was labeled as a laggard in the process, over the last decade the pace of higher education reforms in Germany has grown considerably. This paper will focus on the by now visible effects of these remarkable transformations, which have led to numerous consequences that go beyond the explicit intentions of policy-makers. Unintended consequences resulting from rapid institutional change will be discussed with regard to research, third-mission activities, and structural reforms concerning governance and organization. It can be assumed that, due to a variety of such unintended consequences, also in other European countries the next decade will be shaped by efforts aiming at reforming the reforms, re-regulating the significant changes brought about during the last two decades. The paper closes with a brief discussion of the necessary linkages to three related interdisciplinary research areas, from which both higher education research and policy-making will benefit, and a summary of the main points of the paper. [ABSTRACT FROM AUTHOR]

The aim of this paper is to identify key challenges facing Japan's higher education since the early 1990s and their impacts on major research themes. In this paper key challenges include those resulting from the decline in the 18-year population, the cultivation of high-quality university graduates, the incorporation of national universities, the diversification of higher education systems, and globalization and internationalization of higher education. The paper concludes by arguing that challenges facing Japan's higher education and research are unquestionable and considerable. Because several challenges are different from that of any other countries, Japan has to find out solutions to tackle them by its own efforts. Furthermore, in response to these challenges, there has seen an evident transformation in a vast majority of higher education research institutes and centers from a purely academic-based research to more practical and operational research. Besides, at a policy level, numerous research themes and agenda have been developed and implemented by the Japanese government. [ABSTRACT FROM AUTHOR]

Vietnam's higher education is highly centralized in terms of its governance and management. A couple of higher education reform plans have been introduced over the past decade but they seem to result in poor outcomes. This paper addresses the challenges faced in the areas of governance, quality assurance and finance by a ‘key’ university located in the middle of Vietnam. These are explored by means of a case study approach involving interviews with a cross-section of significant former senior managers, current senior managers and current middle managers. Reform at this university is proceeding at a very slow pace. The impediments are both institutional and national. The implications of the case study for the reform of higher education in Vietnam are discussed. [ABSTRACT FROM PUBLISHER]

The aim of this paper is to describe actions designed to foster interdisciplinary research efforts at a major university in the UK. The study employed a descriptive mixed method case study approach to collecting and analysing the data used to draw its conclusions. One hundred and twenty-seven academic staff responded to the survey. The results of the survey were verified by 25 interviews with heads of colleges, heads of schools, research coordinators, research team leaders, and team members. These interviews were supported by document review to support the findings. Leadership is important at the college and university levels if interdisciplinarity is to thrive. According to the data, this seems to have not yet occurred at this particular institution. The university has done well with most of the big structures that enrich and support interdisciplinarity. However, ‘small’ structures such as clarity of meaning, motivation of staff, misalignment of old structures, time and workload, and loss of identify have impeded the move to university wide interdisciplinarity. A series of three recommendations are made to move the interdisciplinary project forward: stay clear on focus, extend the benefits of serendipity to more people, and remember that one size does not fit all. [ABSTRACT FROM PUBLISHER]

The 2008 global financial crisis cast a long shadow over Ireland's higher education and research system. The IMF said Ireland experienced an ‘unprecedented economic correction’, while Ireland's National Economic and Social Development Office said Ireland was beset by five different crises: a banking crisis, a fiscal crisis, an economic crisis, a social crisis and a reputational crisis. Despite a return to growth, these circumstances provide the best explanation for the policy choices being undertaken as key actors struggle to sustain the publicly funded mass system, and reassert the country's position as a globally competitive knowledge society attractive to mobile capital and skilled labour. Whatever the outcome, it is unlikely that public funding for higher education will return to levels previously enjoyed. This paper examines the background and policy challenges confronting the government and higher education, and discusses the role of higher education researchers in helping shape options. [ABSTRACT FROM PUBLISHER]

In this paper we examine the creation and expansion of the English university system. We show how the enormous increase in student numbers, which began with the Robbins Report (1963), led to successive governments cutting universities' funding and compelling them to act more like business enterprises than educational institutions. In turn, vice-chancellors have become more similar to powerful chief executives, collegial forms of control have been significantly reduced and academic staff increasingly work in an environment in which they are told what to teach, how to teach, what research to conduct and where to publish. However, we show that this can be dysfunctional not only for staff, but also for senior managers. In place of this dysfunctional centralism, we argue for a win-win form of collegiality, which is compatible with rapid decision-making at the university centre and effective execution of change at the local/departmental level. [ABSTRACT FROM AUTHOR]