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The reflection on university management is based on the question about the shape of universities of the future. Civic, responsible, sustainable, virtual, digital, and many other universities can be mentioned among the concepts present in the literature. All these names describe an important distinctive feature of a university, which will gain more and more importance in the future. However, given the fundamental importance of the radical change taking place, it seems that the most appropriate name, reflecting the essence of the emerging new formation, is ""digital university."" This is because of the importance of digital transformation, which has been developing for several decades, bringing deep and multidirectional changes in the areas of technology, economy, society, and culture. It is a disruptive civilizational transition and, although stretched over many decades, it is revolutionary in nature, significantly changing our lives in the Anthropocene. The book has three cognitive and pragmatic objectives: to provide a new perspective on the changing academic organization and management; to reflect on higher education management concepts and methods; and to present an overview of university management, governance, and leadership, useful from the perspective of academic managers, and other stakeholders.

Katholische Hochschulen stehen im Spannungsfeld zwischen Chancen durch Alleinstellung und Risiken durch ihre Kirchenzugehörigkeit. Mit Blick auf ihr Managementgeschehen untersucht Samuel Scherer, ob ihre Strukturen und Prozesse in Verbindung mit den von ihnen kommunizierten Werten stehen. Als theoretische Bezüge nutzt er neben Luhmanns Systemtheorie die Organisationsethik nach Heller und Krobath und entwickelt ein Selbstbewertungsinstrument in der Logik des EFQM-Modells. Damit regt er eine Reflexion entsprechend der Organisationsethik an und ermöglicht Organisationen, eine Standortbestimmung ihres eigenen ethischen Reifegrades vorzunehmen.

Recent decades have seen an explosion in doctoral education worldwide. Increased potential for diverse employment has generated greater interest, with cultural, political and environmental tensions focusing the attention of new creative, responsible scholars. Towards a Global Core Value System in Doctoral Education provides an evaluation of changes and reforms in doctoral education since 2000. Recognising the diversity of academic cultures and institutional systems worldwide, the book advocates for a core value system to overcome inequalities in access to doctoral education and the provision of knowledge. Building on in-depth perspectives of scholars and young researchers from more than 25 countries, the chapters focus on the structures and quality assurance models of doctoral education, supervision, and funding from an institutional and comparative perspective. The book examines capacity building in the era of globalisation, global labour market developments for doctoral graduates, and explores the ethical challenges and political contestations that may manifest in the process of pursuing a PhD. Experts and early career researchers in the Global North and South collaborated in interdisciplinary and intergenerational teams to develop guidelines for doctoral education. They learned from each other about how to act courageously within a complex global context. The resulting recommendations and reflections are an invitation to reflect on the frames and conditions of doctoral education today.

The switch from teaching to learning, competence-based teaching, and new public management are calling for changes to be made to the way that activities are coordinated at universities. Educational governance can help to meet these requirements, but additional, competence- and student-oriented perspectives are required. This volume thus provides a theoretical basis for implementing the necessary changes in university management.