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The paper proposes a metric, the research quality index (RQI), for assessing and tracking university research quality. The RQI is a composite index that encompasses the three main areas of research activity: publications, research grants and higher degree by research activity. The public availability of such an index will also facilitate benchmarking (internally, competitively and generically) by academic units in universities. This has become an important activity in Australia with the proposed introduction of the Research Quality Framework (RQF) as the future research funding mechanism for Australian universities. The RQF is a quality-based system that will replace the existing funding system that is focused on the volume of research output, not quality. Benchmarking, using the RQI, will allow academic units to track their progress towards their quality targets and facilitates internal and competitive benchmarking, allowing academic units to assess the efficacy of their research quality enhancement strategies and policies on an annual basis. The paper illustrates the compilation and operation of the RQI. The RQI is a short-term tracking methodology for use in between the cyclical major research quality assessments. With modifications, it is applicable in a wide range of countries. [ABSTRACT FROM AUTHOR]

This paper examines the idea of the university from the first-in-family enabling students' perspective. It provides an overview of the current crisis of meaning in scholarly commentary that points to a spectrum of meanings about the university. This spectrum ranges from the ancient imaginary of the monastic university as 'ivory tower' to the instrumental idea of the entrepreneurial university. The analysis then reports on the idea of the university in over 40 interviews and surveys of first-in-family enabling students who attended two large regional Australian universities in 2014. Their metaphorical understandings of the university constitute a powerful imaginary about what a university is and can do for individuals and the wider society. For many, the resolution of the individualistic passion for knowledge of 'ivory tower' studies and the commitment to the social and economic usefulness of the fully engaged entrepreneurial university can be found in the pursuit of the passionate career. [ABSTRACT FROM AUTHOR]

This paper addresses the positioning of science, technology, engineering and mathematics (STEM) outreach programmes within universities' operations. Though universities in many respects form a rather homogenous international community, there is wide diversity in regard to the provision of STEM outreach by different institutions. To explain this diversity, a conceptual framework was developed by using the Theory of Legitimacy as an organising concept. The framework considers two opposing scenarios that form a continuum between them, namely: 'top-down' initiative by the university governance versus 'bottom-up' grass-roots initiative. Using the Theory of Legitimacy, internal and external outreach relationships are characterised and explained under the two scenarios. The framework was applied to two settings chosen due to their essential differences in outreach provision, namely, Australia and Israel. The differences that were found in internal and external legitimacy provide a useful lens for examining the low-performing, fragile system in Australia as compared with the high-performing, thriving system in Israel. [ABSTRACT FROM AUTHOR]

Some universities rely on their élitism as one mechanism to attract and retain talented faculty. This paper examines two groups of élite and non-élite universities and the mediating effect that work engagement has on affective commitment and intention to quit. Findings indicate partial support for the mediating effect of work engagement in the non-élite group but no support in the élite university group. The implications of these diverse results are posed for the management of academics in élite and non-élite universities, suggesting that a 'one size fits all approach' to performance outcomes does not always fit. [ABSTRACT FROM AUTHOR]

The aim of this paper is to assess and conceptualise the effects of new managerialism-related organisational reforms in three Australian public universities on technical, administrative and clerical support staff job stressors and job satisfaction. Using a mixed method approach consisting of a quantitative core component and qualitative supplementary component it was found that six different types of stressors were evident: time, information; supervisory; work environment; staffing and pay; and career. Path analysis showed that these stressors were closely connected to reduced job satisfaction, which could be ameliorated by employee participation, improved communication and work-related social support. However, the qualitative analysis suggested that the prevailing climate of managerialism was not conducive to such improvements. It is concluded that while appropriate human-resource management strategies have the potential to prevent the worst consequences of change, there is some doubt about the ability of university managers, captured by new managerialism, to create and implement such an approach. [ABSTRACT FROM AUTHOR]

Dual sector universities (or duals) are a growing international phenomenon that cut across the divide that typically exists in post-secondary education. Duals combine ‘further’ and ‘higher’ education within a single institution providing enhanced opportunities for student transition between post-secondary sectors. This paper reports the results of an international survey of duals in Australia, Canada, New Zealand, South Africa and the UK. The results indicate that duals operate divergent operational models in managing the structural challenges of cross-sector education characterised as unitary and binary. Many duals contend that state and provincial government regulation militates against the integration of structures, processes and human resources within a dual sector context. [ABSTRACT FROM AUTHOR]

This article undertakes a feminist critique of the restructuring of the modern university in Australia. It considers the interaction of the processes of globalisation, corporatisation (through the twin strategies of marketisation and managerialism) and the social relations of gender, and their implication for gender equity work in the academy. The paper locates the reform of Australian universities within their Western context, and considers the gendered effects of the new disciplinary technologies of quality assurance and online learning on the position of women academics. It concludes with some comments about the shift in language from equity to diversity which has accompanied corporatisation, and how this has effectively coopted women’s intellectual labour to do the work of the entrepreneurial university. [ABSTRACT FROM AUTHOR]

Australian universities have been actively engaged in transnational education since the 1990s. The challenges of assuring quality have seen a changing regulatory framework increasingly designed to ensure equivalence of standards wherever a course of study is offered and however it is delivered. Transnational Higher Education has grown significantly and the issues that flow from operating across jurisdictions, cultures and contexts have been addressed primarily by institutions themselves in complying with regulation. This article identifies how the Australian quality agency TEQSA (Tertiary Education Quality and Standards Agency) has revised its Standards Framework to support divergence appropriate to local culture and context, while assuring quality provision across the student life cycle. It concludes that the maturity of the quality agency may not yet reflect the provision of transnational education in practice. The article identifies a need for significant further research so that theory and practice can reflect opportunities to better serve students in a mature quality environment. [ABSTRACT FROM AUTHOR]

The debate in the UK about the continued existence of the honours degree classification led to a survey of the assessment regulations in 35 varied higher education institutions. This revealed considerable variation in the way in which honours degree classifications are determined, and also in the handling of weak performances by students. Such variability, deriving from a system in which institutional autonomy is to the fore, raises a question about equitability in the treatment of students. A brief allusion is made to the variability in assessment regulations in the US and Australia. [ABSTRACT FROM AUTHOR]

While the practice of university entrepreneurship has become an increasingly popular field of study across the globe (Slaughter & Leslie, 1997; Clark, 1998; Marginson & Considine, 2000), few substantive studies have considered international education from this perspective. Alongside other institutions of higher education in the United Kingdom and New Zealand, Australian universities have increasingly pursued ambitious strategies to participate in the booming international education sector. Undertaking a mixture of strategies from the traditional to the highly innovative, Australia's universities have aggressively and often creatively marketed their offerings in the international education market, and the sector now represents Australia's eighth largest export and third largest services export. In order to assist in the development of an understanding of how Australia's universities have moved from government dependence to entrepreneurialism, this study focuses in particular on the management of international education as a key dimension of this trend. While a general overview of the study's findings is presented elsewhere (Poole, forthcoming), this article seeks to contrast the management strategies, structures and systems of two universities in the study. A highly international metropolitan university recognized around the world as a leader in international education is compared with a smaller, regional institution in terms of the relative sophistication and professionalism of strategic management practices and processes. The implications of the differences arising between the institutions are discussed. [ABSTRACT FROM AUTHOR]