Article2008

Convergent Institutional Logics in Public Higher Education: State Policymaking and Governing Board Activism

125 citations0/0 files storedReview of higher education/The review of higher education

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Higher Education Governance and Development Management and Organizational Studies Education and Public Policy

Abstract

This article investigates the convergent institutional logics driving decision making at an activist governing board in higher education. Through a case study of policymaking by a state-level coordinating board in Massachusetts, the article identifies four primary logics of action: mission differentiation, student opportunity, managerialism, and system coordination. The study concludes that institutional logics are a powerful mechanism for understanding shifts in public higher education governance and results in predictable political outcomes in the negotiation of constituent interests. The article also considers the potential contribution of further examination of institutional logics on studying higher education politics and institutional stratification.

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References

1992Basics of Qualitative Research: Grounded Theory Procedures and Techniques.2004Case Study Research 1984Agendas, alternatives, and public policies 1993The New Institutionalism in Organizational Analysis.1991Bringing Society Back In : Symbols, Practices, and Institutional Contradictions 2019Theories of the Policy Process 1988Interest and Agency in Institutional Theory 1999Institutional Logics and the Historical Contingency of Power in Organizations: Executive Succession in the Higher Education Publishing Industry, 1958– 1990

Cited by

2020Hearts and Minds First: Institutional Logics in Pursuit of Educational Equity 2022Towards a flatter ontology of institutional logics: How logics relate in situations of institutional complexity 2016Universities as Hybrids: Applications of Institutional Logics Theory to Higher Education 2022Indigenous institutional theory: a new theoretical framework and methodological tool 2020The Language of Leaders: Executive Sensegiving Strategies in Higher Education 2015University Trustees and the Entrepreneurial University: Inner Circles, Interlocks, and Exchanges

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