Perception of the teaching stakeholder about themselves and their level of knowledge of governance in a private higher education institution
DOI:
https://doi.org/10.5007/2175-8077.2023.e76481Keywords:
Governance of Higher Education Institution, Higher Education Institutions (HEI), Professor Roles, Faculty stakeholderAbstract
This research aims to identify professor’s perceptions about being HEI stakeholders and their level of knowledge of this governance in different positions. Due to the scarcity of studies that identify the relationship involving professor participation in the governance of a private higher education institution in the Brazilian context, it makes this study relevant. The research is qualitative and descriptive. We used a case study strategy and we went to the field with a semi-structured interview application, with five professors and others (professors) representing the management of a HEI. We arrived at the following results: The HEI studied does not have a systematized governance system, but a predisposition in terms of structure and data mining for the development of HEI governance. In addition, it was also noted, the roles of the professor in the governance of private HEI highlighted by the interviewed subjects, besides those already described in this paper.
References
ALCADIPANI, R.; BRESLER, R. McDonaldização do ensino no Brasil. Carta Capital, São Paulo: 1999.
ALMEIDA FILHO, N. A universidade brasileira num contexto globalizado de mercantilização do ensino superior: colleges vs. Vikings. Revista Lusófona de Educação, [S.l.], v. 32, n. 32, july 2016. ISSN 1646-401X. Disponível em: http://revistas.ulusofona.pt/index.php/rleducacao/article/view/5508 . Acesso em: 18 abr. 2019.
ANDERSON, G. L.; DONCHIK, L. M. Privatizing schooling and policy making: the american legislative exchange council and new political and discursive strategies of education governance. Education Policy. v. 30, n. 2, p. 322-364, 2016. https://doi.org/10.1177/0895904814528794
ASTIN, A. W.; ASTIN, H. S. Leadership Reconsidered: engaging higher education in social change. Michigan: W. K. Kellogg Foundation, 2000. 114 p.
BARDIN, L. Análise de Conteúdo. Lisboa: Edições 70, 2002. 226 p.
BAUER, M. et al. Sustainability governance at universities: using a governance equalizer as a research heuristic. Higher Education Policy. v. 31, n. 1, p. 491-511, 2018. https://doi.org/10.1057/s41307-018-0104-x
BEJOU, D.; BEJOU, A. Shared Governance: The Key to Higher Education Equilibrium. Journal of Relationship Marketing, v. 15, n. 1-2, p. 54-61, abr. 2016. https://doi.org/10.1080/15332667.2015.1091630
BERLE, A. A.; MEANS, G. C. The Modern Corporation and Private Property. New York: Macmillan Publishing Co., 1932.
BEXLEY, E.; JAMES, R.; ARKOUDIS, S. The Australian Academic Profession in Transition: addressing the challenge of reconceptualising academic work and regenerating the academic workforce. Camberra: Department of Employment, Education and Workplace Relations, 2011.
BRASIL. SINAES. Lei 10.861 de 14 de abril de 2004. Institui o Sistema Nacional de Avaliação da Educação Superior – SINAES. Brasília. Legislação Federal. DOU 15/04/2004.
CHUNG, B. G. et al. Global Governance of Education and Training: as reviewed from jomtien via incheon to New York. Asia Pacific Education Review. v. 19, n. 3, p. 3319-336, 2018. https://doi.org/10.1007/s12564-018-9544-7
CLARK, B. R. The Higher Education System. Academic Organization in Cross-National Perspective. London: University of California Press Berkeley and Los Angeles, 1983. https://doi.org/10.1525/9780520340725
CLARK, B. R. The Entrepreneurial University: demand and response. Tertiary Education and Management, v. 4, n. 1, p. 5-16, 1998. https://doi.org/10.1007/BF02679392
CORSON, J. J. The Modernization of the University: The impact of function on governance. In: The Invitational Seminar on Restructuring College and University Organization and Governance. The Journal of Higher Education, v. 42, n. 6, p. 430-441, jun. 1971. https://doi.org/10.1080/00221546.1971.11774871
DE BOER, H.; ENDERS, J; SCHIMANK, U. Comparing Higher Education Governance Systems in Four European Countries. In: SOGUEL, N. C.; JACCARD, P. (eds.). Governance and Performance of Higher Education Systems. Dordrecht: Springer, p.35-54, 2008. https://doi.org/10.1007/978-1-4020-6446-3_3
DEL FAVERO, M. Faculty-Administrator Relationships as Integral to High-Performing Governance Systems: new frameworks for study. American Behavioral Scientist, v. 46, n. 7, p. 902-922, mar. 2003. https://doi.org/10.1177/0002764202250119
DIDBEN, A. J. Facultymanship. Liberal Education, v. 48, p. 371-382, out. 1962.
DONALDSON, T.; PRESTON, L. E. The Stakeholder Theory of the Corporation: concepts, evidence, and implications. The Academy of Management Review, v. 20, n. 1, jan. 1995. p. 65-91. https://doi.org/10.5465/amr.1995.9503271992
EZZAMEL, M.; REED, M. Governance: a code of multiple colors. Human Relations, v. 61, n. 5, p. 597-615, 2008. https://doi.org/10.1177/0018726708092316
FINKELSTEIN, M.; JU, M.; CUMMINGS, W. K. The United States of America: perspectives on faculty governance. In: LOCKE, W.; CUMMINGS, W. K.; FISCHER, D. (eds.). Changing Governance and Management in Higher Education: the perspectives of the academy. Dordrecht: Springer, 2011. p. 199-222. https://doi.org/10.1007/978-94-007-1140-2_10
FOUCAULT, M. Power/Knowledge: selected interviews and other writings 1972-1977. Bibliography: (edited by GORDON, C.; translated by GORDON, C.; MARSHALL, L.; MEPHAM, J.; SOPER, K.). New York: Pantheon Books, 1980. 270 p.
FREEMAN, R. E. Strategic Management: a stakeholder approach. Boston: Pitman, 1984. https://doi.org/10.2139/ssrn.263511
FREEMAN, R. E.; MCVEA, J. F. A Stakeholder Approach to Strategic Management. Social Science Research Network, n. 1, jan. 2001. p. 1-32.
GAYLE, D. J.; TEWARIE, B.; WHITE JR., A. Q. Governance in the Twenty-First-Century University: approaches to effective leadership and strategic management. Association for the Study of Higher Education-Educational Resources Information Center (ASHE-ERIC Higher Education Report), v. 30, n. 1, 2003.
GERBER, L. G. Inextricably linked: shared governance and academic freedom. Academe, v. 87, n. 3, p. 22-24, 2001. https://doi.org/10.2307/40252014
GORDON, G.; WHITCHURCH, C. Managing Human Resources in Higher Education: the implications of a diversifying workforce. Higher Education Management and Policy: v. 19, n. 2, p. 135-155, 2007. https://doi.org/10.1787/hemp-v19-art14-en
INSTITUTO BRASILEIRO DE GOVERNANÇA CORPORATIVA (IBGC). Código das Melhores Práticas de Governança Corporativa. 4. ed. IBGC: São Paulo, 2009, 73 p.
JENSEN, M. C.; MECKLING, W. H. Teoria da firma: comportamento dos administradores, custos de agência e estrutura de propriedade. Revista de Administração de Empresas – RAE Clássicos, v. 48, n. 2, p. 87-125, abr./jun. 2008. https://doi.org/10.1590/S0034-75902008000200013
KRETEK, P. M.; DRAGSIC, Z.; KEHM, B. M. Transformation of University Governance: on the role of university board members. Higher Education, v. 65, jan. 2013. https://doi.org/10.1007/s10734-012-9580-x
LAZZERETTI, L; TAVOLETTI E. Governance Shifts in Higher Education: a cross-national comparison. European Educational Research Journal, v. 5, n. 1, p. 18-37, 2006.
LIMA, C. H. P.; PEREIRA, G. B.; VIEIRA, A. Papéis Sociais no Ensino Superior: aluno-cliente, professor-gerente-educador, instituição de ensino-mercantil. Revista de Ciências da Administração, v. 8, n. 16, jul./dez. 2006, p. 1-27.
LOURENÇO, R. T.; MANO, M. Os Stakeholders e as Instituições de Ensino Superior. In: CONFERÊNCIA FORGES, 4, Luanda e Lubando, 19-21 nov. 2014, Anais... p. 1-16.
MENASHY, F. Multi-stakeholder aid to education: power in the context of partnership. Globalisation, Societes and Education. v. 16, n. 1, p. 13-26, 2017. https://doi.org/10.1080/14767724.2017.1356702
MENDONÇA NETO, O. R.; ANTUNES, M. T. P.; VIEIRA, A. M. Controle do trabalho docente: Provocações Foucaultianas para Análise da Gestão Universitária. Revista Avaliação. Campinas, SP, v. 20, n. 3, p. 665-683, nov. 2015. https://doi.org/10.1590/S1414-40772015000300006
MOK, KH.; WELCH, A.; KANG, Y. Government innovation policy and higher education: the case of Shenzhen, China. Journal of Higher Education Policy and Management. 2019, p. 1-20. https://doi.org/10.1080/1360080X.2019.1701851
NATIONAL COMMITTEE OF INQUIRY INTO HIGHER EDUCATION (NCIHE). Higher Education in the Learning Society: Report of the National Committee, 1997. Disponível em: http://www.leeds.ac.uk/educol/ncihe . Acesso em: 15 jun. 2016.
NIEDLICH, S. et al. Cultures of sustainability governance in higher education institutions: a multi‐case study of dimensions and implications. Higher Education Quarterly. 2019, p. 1-18. https://doi.org/10.1111/hequ.12237
NORREKLIT, L.; JACK, L.; NORREKLIT, H. Moving towards digital governance of university scholars: instigating a post truth university culture. Journal of Management and Governance, n. 4, 2019. https://doi.org/10.1007/s10997-019-09489-7
NTIM, C. G.; SOOBAROYEN, T.; BROAD, M. T. Governance structures, voluntary disclosures and public accountability: the case of UK higher education institutions ", Accounting, Auditing & Accountability Journal, v. 30, n. 1, p. 65 – 118, 2017. https://doi.org/10.1108/AAAJ-10-2014-1842
ORGANIZAÇÃO PARA A COOPERAÇÃO E O DESENVOLVIMENTO ECONÔMICO (OCDE). Governance and Quality Guidelines in Higher Education: a review of governance arrangements and quality assurance guidelines. Organização para a Cooperação e o Desenvolvimento Econômico: Paris, 2010, 114 p.
OLIVEIRA, C. C.; VASCONCELLOS, M. M. M. A Formação Pedagógica Institucional para a Docência na Educação Superior. Interface – Comunicação, Saúde e Educação, v.15, n.39, p. 1011-1024, out. /dez. 2011. https://doi.org/10.1590/S1414-32832011005000024
OPORTO, A. C. Stakeholders e seu Impacto na Gestão Estratégica: um estudo em uma organização universitária. In: COLÓQUIO INTERNACIONAL DE GESTÃO UNIVERSITÁRIA – CIGU, 14, Florianópolis, 3-5 dez. 2014, Anais... p. 1-13.
PILLSBURY, W. B. Biographical Memoir of James Mckeen Cattell. National Academy of Sciences, memórias, v. 25, 16 p., inverno, 1947.
RHODES, R. A. W. The New Governance: governing without government. Political Studies, n. 44, p. 652-667, set. 1996. https://doi.org/10.1111/j.1467-9248.1996.tb01747.x
ROSSETTI, J. P.; ANDRADE, A. Governança Corporativa: fundamentos, desenvolvimento e tendências. 7. ed. São Paulo: Atlas, 2014.
ROWLANDS, J. What is Academic Governance? In: Academic Governance in the Contemporary University. Warrnambool: Springer, 2017. p. 47-69. https://doi.org/10.1007/978-981-10-2688-1_3
SANTOS, A. et al. Governance: concepts and emergence in Brazilian education. Ensaio: Aval. Pol. Públ. Educ., Rio de Janeiro, v.24, n. 93, p. 939-967, out. / dez. 2016. https://doi.org/10.1590/S0104-40362016000400008
SHATTOCK, M. Re-Balancing Modern Concepts of University Governance. Higher Education Quarterly, v. 56, n. 3, p. 235–244, jul. 2002. https://doi.org/10.1111/1468-2273.00215
SILVA, M. C. C.; SANTOS, J. F. Governança nas Instituições de Ensino Superior: o caso da Universidade Federal de Pernambuco. In: Seminário UFPE em Ciências Contábeis, 10. Recife – Anais... Recife, UNIVERSIDADE FEDERAL DE PERNAMBUCO (UFPE), 2016.
TRAKMAN, L. Modelling University Governance. Higher Education Quarterly, v. 62, n. 1 e 2, p 63-83, jan. /abr. 2008. https://doi.org/10.1111/j.1468-2273.2008.00384.x
TROW, M. Conceptions of the University: The Case of Bekerley. The American Behavioral Scientist, p.14-21, mai. /jun. 1968. https://doi.org/10.1177/000276426801100504
UNITED NATIONS EDUCATIONAL, SCIENTIFIC AND CULTURAL ORGANIZATION (UNESCO); CONSELHO NACIONAL DA EDUCAÇÃO (CNE); MINISTÉRIO DA EDUCAÇÃO E CULTURA (MEC). SPELLER, P.; ROBL, F.; MENEGHEL, S. M. (Orgs.). Desafios e Perspectivas da Educação Superior Brasileira para a Próxima Década. Brasilia: UNESCO, CNE, MEC, 2012. 164 p.
WILLIAMSON, O. E. Economics and Organization: a primer. California Management Review, v. 38, n. 2, p. 131-146, 1996. https://doi.org/10.2307/41165836
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Revista de Ciências da Administração

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
The author must ensure:
- that there is complete consensus among all co-authors to approve the final version of the paper and its submission for publication.
- that their work is original, and if the work and/or words of others have been used, these have been duly acknowledged.
Plagiarism in all its forms constitutes unethical publishing behavior and is unacceptable. RCA reserves the right to use software or any other methods of plagiarism detection.
All submissions received for evaluation in the RCA journal are screened for plagiarism and self-plagiarism. Plagiarism identified in manuscripts during the evaluation process will result in the submission being archived. In the event of plagiarism being identified in a manuscript published in the journal, the Editor-in-Chief will conduct a preliminary investigation and, if necessary, retract it.
Authors grant RCA exclusive rights of first publication, with the work simultaneously licensed under the Creative Commons (CC BY) 4.0 International License.

Authors are authorized to enter into separate, additional contractual arrangements for the non-exclusive distribution of the version of the work published in this journal (e.g., publishing in an institutional repository, on a personal website, publishing a translation, or as a chapter in a book), with an acknowledgement of its authorship and initial publication in this journal.
This license grants any user the right to:
Share – copy, download, print, or redistribute the material in any medium or format.
Adapt – remix, transform, and build upon the material for any purpose, even commercially.
According to the following terms:
Attribution – You must give appropriate credit (cite and reference), provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
No additional restrictions – You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.