02613nas a2200253 4500008004100000245010500041210006900146260001500215300001400230490000700244520183500251653002702086653001302113653001902126653001502145653001802160653003202178653001502210653001702225100001302242700002102255700001802276856006502294 2020 eng d00aNomination vs. election: do they influence women’s access to institutional decision-making bodies?0 aNomination vs election do they influence women s access to insti c31/10/2020 a879–8980 v253 a

Portuguese higher education institutions (HEIs) are excellent case-studies of women representation in academia, considering their significant presence and rapid growth in HEIs. Nevertheless, and despite efforts to minimise gender gaps, women are still underrepresented in top management and leading positions, contributing to increment the phenomenon of vertical segregation. Based on the reality of the Portuguese academia, and focusing on an in-depth case study of a Portuguese university, this paper analyses if and how the way decision-making bodies are constituted, influence the gender balance of their members. Recently, within the New Public Management (NPM) context, HEIs have been subjected to external pressures to create a new organisational environment aiming at substituting the collegial model of governance with a managerial one. In this context, there has been a trend to replace the election by the nomination as the dominant process to occupy decision-making positions. The opening hypothesis of this study is that the way decision-making bodies are constituted, impacts on their gender balance. More specifically, it is argued that the nomination process tends to be more advantageous to women than the election. However, although it is possible to conclude that the gender balance decreases with the increasing importance of the decision-making body, it is not accurate to say that there is a direct relationship between the way actors are chosen to these bodies and their gender balance. In other words, the way actors are chosen can not be seen as the only factor influencing the gender constitution of decision-making bodies. The study provides a relevant contribution to the literature on mechanisms and strategies to improve gender equality in institutional decision-making processes and bodies.

10aDecision-making bodies10aElection10aGender balance10aGovernance10aManagerialism10aNew Public Management (NPM)10aNomination10auniversities1 aDiogo, S1 aCarvalho, Teresa1 aBreda, Zélia uhttps://link.springer.com/article/10.1007/s10997-020-09538-604802nas a2200277 4500008004100000022002200041245014100063210006900204250004400273260003000317300001400347520386800361653001104229653001204240653001804252653001504270653003404285653003204319653001504351653002604366653001304392100001304405700001904418700002104437856006604458 2019 eng d a978-3-030-15757-900aAn International Comparative Perspective on Higher Education Institutions’ Governance and Management – Portugal, Finland, and Brazil0 aInternational Comparative Perspective on Higher Education Instit aA. Moreira, P. Jen-Jacques, N. Bagnall  bPalgrave Macmillan, Cham. a109–1333 a

Reforms in higher education (HE) in the last decades have been influenced by global and international trends associated with two parallel processes: questioning of the nation-state and the gradual decomposition of the welfare state (Carvalho and Santiago in Professionalism, Managerialism and Reform in Higher Education and the Health Services: The European Welfare State and the Rise of the Knowledge Society. Palgrave Macmillan, 2015; Kwiek in Higher Education in Europe 26:27–38, 2001). These processes intersect with the influence of neo-liberal ideas, strongly diffused by international organizations (Amaral and Neave in International Organizations and Higher Education Policy: Thinking Globally, Acting Locally. Routledge, London, pp. 82–98, 2009; Ball in Policy Futures in Education 14:1046–1059, 2016). According to Stephan Ball (Policy Futures in Education 14:1046–1059, 2016), neo-liberal influences in HE can be summarized by three interrelated and interdependent technologies: market, management, and performance. These technologies were translated in the emergence of new management and governance models within higher education institutions (HEIs) in such a way that institutional governance became an international issue (Reed and Meek in Governing Higher Education: National Perspectives on Institutional Governance. Kluwer, Dordrecht, pp. xv–xxxi, 2002). It has been acknowledged that changes in governance and management structures in HE all over the world include transformations in the Humboldtian principles of organization along with changes in the collegial model of decision-making and a redefinition of power relations, where external stakeholders and new professionals assume a relevant role within academia (Capano in Public Administration 89:1622–1642, 2011; Reed and Meek in Governing Higher Education: National Perspectives on Institutional Governance. Kluwer, Dordrecht, pp. xv–xxxi, 2002; Welch in Higher Education in Southeast Asia: Blurring Borders, Changing Balance. Taylor & Francis, 2011), with implications on academics’ work (Blackmore et al. in Re-positioning University Governance and Academic Work. Sense Publishers, 2010; Carvalho and Santiago in Higher Education Policy 23:397–411, 2010; Marginson in Journal of Higher Education Policy and Management 22:23–35, 2000). Nevertheless, few comparative international perspectives have been developed, especially when considering the need to include countries with distinct historical processes of nation-state creation, different welfare state models and diverse levels of economic development, and social and cultural characteristics. There is, indeed, a study gap on New Public Management (NPM) constructs and their application “with little understanding of several important cultural dimensions” (Stromquist in Compare 30:261–264, 2000). This chapter compares the perceived changes in HEI management and its impact on academics in three countries: Brazil, Finland, and Portugal. Data analysis relies on a qualitative approach, empirically based on 70 interviews conducted in the 3 countries to top and middle academic managers, following the same interviewing guidelines. Despite significant differences in systems’ organization and funding, cultures’ governance and management, and professionals’ and students’ profiles, there are more similar views on changes in governance and management and its impact on academics than expected. In these countries, academics expressed similar views on the increased influence of a management culture within their institutions and a loss of professional autonomy.

10aBrazil10aFinland10aGlobalization10aGovernance10aHigher Education Institutions10aInternational organizations10aManagement10anew public management10aPortugal1 aDiogo, S1 aBarbosa, Milka1 aCarvalho, Teresa uhttps://link.springer.com/chapter/10.1007/978-3-030-15758-6_502016nas a2200205 4500008004100000245009600041210006900137260003200206520138000238653001601618653001501634653002101649653001701670653002601687653001101713100002101724700001401745700001601759856003501775 2015 eng d00aShifting boundaries in universities’ governance models: The case of external stakeholders0 aShifting boundaries in universities governance models The case o aRotterdambSense Publishers3 a

Higher Education reform trends hit Portugal in 2007, with law 62/2007 (RJIES) defining a new
institutional framework and imposing major changes to higher education institutions (HEIs). These
were given the chance to choose between two institutional models and required to restructure their
governance model. One of the visible outcomes of this reform is a blurring of boundaries between
HEIs and society. Academics now have to share a space that was traditional theirs with people
coming from outside academia.
The present study results from an analysis of the changes occurred in six Portuguese
universities after implementation of the RJIES, considering the context of broad public
administration reform embedded in a managerialist framework. Changes to the governance model
were analyzed focusing on the presence of external stakeholders in top governing bodies. The
perceptions of both academics and external stakeholders were analyzed in order to assess to what
extent the presence of external stakeholders is perceived as a necessary and effective change.
Furthermore, this study also intends to shed some light to the following question: how do
academics and external stakeholders perceive the presence of external stakeholders, at HEIs’ top
governing bodies?

10abureaucracy10aGovernance10ahigher education10ainstitutions10anew public management10areform1 aBruckmann, Sofia1 aReale, E.1 aPrimeri, E. uhttps://www.cipes.pt/node/1802