Exploring societal responses towards managerial prerogative in entrepreneurial universities

Abstract

Society's expectations for an increased role in science agenda setting and greater returns on public science investments shift university management practices. Entrepreneurial university, new public management, and sociology of science literatures inform the changing expectations about the roles and norms that govern university management and scientists' behaviours but scholars have paid limited attention to societal responses when those changing roles and norms are employed. We examine societal responses towards managerial prerogative in managing scientists in public universities. Content analysis of media data from six cases of universities in Denmark and New Zealand demonstrates extended societal engagement regarding organisation-related topics, a division of opinion regarding managerial prerogative towards sanction of scientists' behaviours, and constrained ability of employers and employees to engage in public debate due to employment law issues. Implications for researchers and university managers engaging with society and the role of communication competencies to achieve the third mission are discussed.