Institutional Management Structures Research Articles

Public Procurement Concept as A Path Dependence Result

The rationale and conditions for transformation of a coordination mechanism in public procurement in Russia from market to redistribution, based on the quasi-market technology, are outlined. The authors view modernization of the economic framework of public procurement as an outcome of institutionalizing the rational conduct principles under the influence of such factors as public production conditions and path dependence. The paper describes transformation of the main elements of the machinery for financing public procurement associated with changing the institutional management structure towards support for the “best quality at an affordable price” principle. Alternatives of transaction managements in the financing system of supplying products for public needs are reviewed: from centralized planning in the USSR to the mixed economy in the today’s Russia. A comparative analysis based on the typical features of the market mechanism for transaction coordination justifies the quail-market nature of public procurement technologies in the Russian Federation. Arguments are given for procurement technology dynamics as returning to redistributive transaction coordination that facilitates transformation of public procurement from an economic-structure neutral into a proactive mechanism geared to form new economic orders. A sequence of tasks is given in order to execute the procurement concept in terms of institutional methodology as well as the prospects for developing a system of public procurement as a mechanism of proactive budgeting policy under bilateral economic sanctions that means de-liberalization of international economic relations. Public contractual system is a factor that is gradually restoring an ability to play a stabilizing and stimulating role in order to support the growth of national production and innovations by employing the taxpayer’s money to attain the national strategic development goals

A Critique of the Democratic Functionality of the School Disciplinary Committee Structures within a South African Rural Setting

The South Africans Schools Act mandates institutional policy duty bearers such as the school governing bodies (SGBs) and school disciplinary committees (SDCs) through which education stakeholders such as school principals, teachers, parents and learners to democratically formulate and implement school policies. The effectiveness of these bodies in carrying out their responsibilities in most cases is left to speculation. Based on a case study of high schools in a rural district setting in South Africa, this paper reports on the extent to which SDCs are democratically constituted and function in conducting their responsibilities. A qualitative approach was employed to gather data from a purposeful sample of 53 participants at two secondary schools that comprised 10 SGB members, 10 school management team (SMT) members, 9 SDC members, 10 Representative Council of Learners (RCL), 4 class teachers and 10 previously disciplined learners (PDLs). Focus group and individual interviews were the primary data gathering instruments but were complemented by document analysis to cross-check participants’ narratives where necessary. Results indicated that the discharge of the SDC responsibilities was largely undemocratic in both composition and functioning, and therefore unjust in disciplining learners who acted outside school rules. On the basis of our findings, we recommend that the policy duty bearers in school institutional management structures such as the SMT, SGB, RCL and SDC should first be inducted on school policies, roles and responsibilities on assumption of duty.
  
 Received: 28 June 2020 / Accepted: 18 November 2020 / Published: 17 January 2021

Ideas, Institutions and the Politics of Federalism and Territorial Redistribution

AbstractDrawing on the work of Richard Simeon and using the cases of equalization in Canada and Belgium's social security system, this article shows how nationalist ideas combined with institutional management structures, government formation rules and the configuration of party systems to condition the territorial dynamics around these two programmes. In Canada, resentment against equalization in many provinces, often because it is perceived as accommodating Québécois nationalism, has translated only into moderate pressures on the programme because federal parties have largely stayed away from this divisive issue and federal executive discretion over the programme has meant that provinces cannot force change. In Belgium, pressures on social security have been more intense because the absence of pan-Belgian parties has given greater resonance to Flemish nationalist ideas within the political system.

Strategies for academic and research excellence for a young university: perspectives from Singapore

As countries worldwide have become increasingly interconnected due to globalisation, universities have likewise undergone significant changes. To achieve and maintain academic and research excellence in today’s fast-paced knowledge economy, it is critical for international universities to transcend traditional education. With the blurring of boundaries and rise of Asia, universities worldwide have increased collaborative efforts. Several Asian universities have acquired top academic rankings and achieved international recognition in parity with many western iconic counterparts. These rankings have galvanised the world of higher education, resulting in a virtuous circle impact on universities’ drive for academic and research excellence. Since the emergence of global rankings, universities have been compared on a national and international basis and this has affected the way they operate. The rankings — used as a tool to maintain and build institutional position and reputation — have also resulted in an increasing trend of policy makers utilising the ranking results to make decisions on resource allocation or structure of higher education systems. The Singapore universities, which are crucial for elevating Singapore’s society towards the future knowledge economy, have transformed rapidly from teaching institutions into top international research-intensive universities. This article examines how Nanyang Technological University (NTU) strategises its progress and establishes platforms for the creation of greater scientific knowledge and research innovation, which impact on higher education rankings and vice versa. Some of the issues covered include institutional management structure, talent retention/attraction, research competitiveness, and international and industry collaborations.

Academic Entrepreneurship vs. Changing Governance and Institutional Management Structures at European Universities

This article discusses academic entrepreneurship in the context of ongoing changes in university management and governance in European universities. The comparative perspective is provided by the European Union (EU) research project ‘European Universities for Entrepreneurship: Their Role in the Europe of Knowledge’ (EUEREK) comprising seven European countries, and it draws heavily from ideas and research results of Burton Clark, Michael Shattock and Gareth Williams. It views transformations in university governance and management in the context of the recent emphasis by the European Commission (EC) on the vital role of changes in institutional governance and its ‘modernisation agenda for universities’. The article presents a general discussion of the EC's prioritisation of areas of transformation of European universities in which governance structures figure prominently, discusses the role of risk-taking at entrepreneurial institutions and shows the role of risk management. It also discusses the clash of old academic and new managerial values at entrepreneurial universities and the traditional academic idea of collegiality. Finally, conclusions are drawn regarding the future of public institutions in Europe.

Institutional Consequences of Quality Assessment

This paper analyses the opinions of Portuguese university rectors and academics on the quality assessment system and its consequences at the institutional level. The results obtained show that university staff (rectors and academics, with more of the former than the latter) held optimistic views of the positive consequences of quality assessment for institutions. However, while rectors paid more attention to the results, coordinators were more centred on processes. Moreover, the institutional leadership paid more attention to internal procedures and services, strategic management and institutional management structures than to actual improvements in the student learning experience.

An Institutional Model for Comanagement of Coastal Resources in Fiji

In light of increasingly depleted coastal resources under the current management structure, this article explores the institutional arrangements that would be necessary in Fiji to create and implement a viable comanagement regime that would devolve some of the responsibility for management to the communities. Based on the literature concerning institutions for comanagement and the present situation and the institutional management structure in Fiji, it is recommended that government act as the catalyst by putting forth an enabling policy framework for comanagement that formally recognizes customary marine tenure. Such a policy should allow communities to derive bylaws from local rules, through shared management and technical assistance at the provincial level. At this same administrative level, planning units are recommended to coordinate government management of activities in the coastal zone.

The Good Lessons of Bad Experience

New scientific and political realities make it necessary for the United States to continue research and development (R & D) in commercial nuclear power. However, this approach must be based upon a new institutional management structure that recognizes commercial nuclear power as a “Faustian technology,” the management of which requires new forms of institutional controls. This new institutional design should involve a government-private consortium that is aimed at correcting past mistakes made by the institutional management of the commercial nuclear power industry from 1950 to 1975. The new institutional design must (a) involve a multiple partnership between government, industry, environmental interests, and other significant stakeholders; (b) begin with small-scale start-up technologies; (c) include an open public involvement process throughout its duration; (d) aspire to a new standard of institutional constancy; and (e) explicitly socialize management to the political aspects of risk communication as a basic technical preparation. The institutional constancy standard is particularly significant because it involves provisions for managing the intergenerational equities associated with commercial nuclear technology and an explicit recognition of problems associated with the social and temporal distribution of risk.

The Role of the University Head of Department

Abstract The head of department occupies a key institutional position yet the role is a complex and demanding one which is subject to pressures, conflicts and uncertainties. This paper examines aspects of the role of the head of department through the proceedings of a day conference for heads of department at one university. It highlights issues and concerns, and analyses them in terms of the cultural and organisational characteristics of universities as institutions. Among the key issues identified are: the nature of institutional management structures; relationships with the administrative centre; and the nature and definition of the head of department's role.