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020 |a9789401599467|9978-94-015-9946-7
024 7 |a10.1007/978-94-015-9946-7|2doi
041 |aeng
049 |aTürk Tarih Kurumu Kütüphanesi
050 4|aLB2300-2799.3
072 7|aJNM|2bicssc
072 7|aEDU015000|2bisacsh
072 7|aJNM|2thema
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090 |aDK/16266
245 10|aGoverning Higher Education: National Perspectives on Institutional Governance|h[electronic resource] /|cedited by Alberto Amaral, Glen Jones, B. Karseth.
250 |a1st ed. 2002.
264 1|aDordrecht :|bSpringer Netherlands :|bImprint: Springer,|c2002.
300 |aXXXI, 299 p.|bonline resource.
336 |atext|btxt|2rdacontent
337 |acomputer|bc|2rdamedia
338 |aonline resource|bcr|2rdacarrier
347 |atext file|bPDF|2rda
490 1 |aHigher Education Dynamics,|x2215-1923 ;|v2
520 |aOver the last decades higher education has gone through an unprecedented growth period, and as a result the average university or college has now more students and a larger output than ever before. At the same time, the socio-economic and political demands with respect to higher education have grown dramatically. These developments have taken place without a proportional increase of the budgets and facilities of the higher education institutions. This has created an imbalance between the expectations with respect to higher education and the institutional capacities in the sector. One of the underlying trends is that the traditional pact between higher education and society has become problematic. Society no longer accepts the rather special and protected position that universities have had for a very long time in our societies. The knowledge-based social and cultural missions of higher education institutions are no longer taken for granted as the main legitimacy bases for public investments in higher education. Universities and colleges are at present expected to function efficiently, to contribute to sustainable economic growth at various levels, and to add to national and even supranational trade balances. On top of this they have to prove that they maintain a high level of quality in their primary activities, i. e. teaching, research and services, while adapting and responding to the expectations expressed so vehemently in their environments, and to a decreasing per capita funding basis.
532 8 |aAccessibility summary: This PDF is not accessible. It is based on scanned pages and does not support features such as screen reader compatibility or described non-text content (images, graphs etc). However, it likely supports searchable and selectable text based on OCR (Optical Character Recognition). Users with accessibility needs may not be able to use this content effectively. Please contact us at accessibilitysupport@springernature.com if you require assistance or an alternative format.
532 8 |aInaccessible, or known limited accessibility
532 8 |aNo reading system accessibility options actively disabled
532 8 |aPublisher contact for further accessibility information: accessibilitysupport@springernature.com
650 0|aEducation, Higher.
650 0|aPolitical science.
650 0|aManagement.
650 0|aSociology.
650 0|aSchool management and organization.
650 0|aSchool administration.
650 14|aHigher Education.
650 24|aPolitical Science.
650 24|aManagement.
650 24|aSociology.
650 24|aOrganization and Leadership.
700 1 |aAmaral, Alberto.|eeditor.|4edt|4http://id.loc.gov/vocabulary/relators/edt
700 1 |aJones, Glen.|eeditor.|4edt|4http://id.loc.gov/vocabulary/relators/edt
700 1 |aKarseth, B.|eeditor.|4edt|4http://id.loc.gov/vocabulary/relators/edt
710 2 |aSpringerLink (Online service)
773 0 |tSpringer Nature eBook
776 08|iPrinted edition:|z9781402010781
776 08|iPrinted edition:|z9789048162000
776 08|iPrinted edition:|z9789401599474
830 0|aHigher Education Dynamics,|x2215-1923 ;|v2
856 40|uhttps://doi.org/10.1007/978-94-015-9946-7
912 |aZDB-2-SHU
912 |aZDB-2-SXED
912 |aZDB-2-BAE
950 |aHumanities, Social Sciences and Law (SpringerNature-11648)
950 |aEducation (R0) (SpringerNature-43721)