Evidence of hybrid institutional logics in the US public research university

Stevie Upton,Jarrett B Warshaw

doi:10.1080/1360080x.2017.1254380

Abstract

ABSTRACTWhile the ascendancy of market behaviours in public research universities is well documented, the extent to which universities have transformed themselves into industry-like organisations has been called into question. So to what extent are universities displaying transformation in their core values? The concept of institutional logics, with its focus on the relationship between organisational design and underlying beliefs and values, shows potential to address this question. Yet study of institutional logics at the campus level has to date been limited. This paper presents an empirical analysis of three US research universities’ organising principles as expressed in key mission and planning documents over a 15-year period. Of the multiple strategies at play in the universities’ responses to potentially competing values, the creation of new, hybrid logics is of particular interest. The concept of hybrid logics suggests a promising framework for understanding how universities can and do manage tensions in their mission.

Highlights

We will not be able to generate sufficient resources to preserve our university . . . if we do not find ways to defend the importance of both our public and our intellectual mission
Institutional logics are the ‘belief systems and associated practices that predominate in an organizational field’ (Scott, Ruef, Mendel, & Caronna, 2000, p. 170) and as such can serve as a ‘template for action’ for organisations in the field (Bastedo, 2009, p. 211)
Mention throughout the study period of values that correspond with a social institution logic – from an ‘academic’ value set in the research mission to the social justice outcomes of engagement – implies that this logic remains a valid one

Summary

Introduction

We will not be able to generate sufficient resources to preserve our university . . . if we do not find ways to defend the importance of both our public and our intellectual mission. The ascendancy of market-like and market behaviours within and across public research universities has been well documented worldwide (e.g., Cantwell & Kauppinen, 2014; Slaughter & Rhoades, 2004). In their market-like efforts, these universities engage in competitions for external sources of money from research funding, industry partnerships, professors’ entrepreneurship, and student tuition and fees. As part of their market initiatives, public research universities seek to generate profits from activities including patenting, licensing, and other partnerships and contracts that could open revenue streams (Slaughter & Leslie, 1997). We draw on logics to explore ascendancy, coexistence, competition, and hybridity among the core perspectives that underpin public research universities

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