Conflict in higher education and its resolution

Higher Education Quarterly

Volumn 60, Issue 2, 2006, Pages 187-197

  West, Peter W A ^a  

^a UNIVERSITY OF STRATHCLYDE   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84979759895     PISSN: 09515224     EISSN: 14682273     Source Type: Journal    
DOI: 10.1111/j.1468-2273.2006.00316.x     Document Type: Article

References (10)

1. AAHE Bulletin (1997) Crossing Cultures: From College President to CEO, March, pp. 10-12.
2. Birnbaum, R. (2001) Management Fads in Higher Education; Where They Come From, What They Do, Why They Fail. San Francisco: Jossey-Bass, pp. 240.
3. Clark, Burton R. (Ed.) (1998) Creating Entrepreneurial Universities: Organizational Pathways of Transformation. Pergamon: IAU Press, pp. 69, 137.
4. Clark, Burton R. (Ed.) (2004) Sustaining Change in Universities. Oxford: SRHE and Open University Press, pp. 39-40.
5. Davis, Sir M. (1994) The Davies Report: The ‘Great Battle’ in Swansea. Bristol: Thoemmes Press, p. 117.
6. Evans, G. R. (2004) Inside the University of Cambridge in the Modern World. Edwin Mellen Press.
7. Muir, J. (1950) John Anderson and the College He Founded. Glasgow: Clarke.
8. Ramsden, P. (1998) Learning to Lead in Higher Education. London: Routledge.
9. Van Vught, F. (1995) The New Context for Academic Quality. In D. D. Dill and B. Sport (eds.) Entering Patterns of Social Demand and University Reform: Through a Glass Darkly. Paris: IAU Press/Pergamon.
10. Winston, G. C. (1997) Why Can’t Colleges Be More Like a Firm? Change, 29, pp. 33-38.