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Journal articles on the topic 'Higher education governance'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

ElAmine, Adnan. "Political Governance in Higher Education." Contemporary Arab Affairs 14, no. 2 (2021): 97–117. http://dx.doi.org/10.1525/caa.2021.14.2.97.

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This paper uses a model of governance in higher education, called the political model, that explains the role of universities as agencies of control and socialization, with a resulting repercussion on the quality of education. It compares this model with common models such as the academic, Napoleonic, market-oriented and managerial. It undertakes a review of ten published cases studies, each dealing with the oldest public universities in ten Arab countries, using a historical approach, from their inception until 2016. Among the ten public universities, nine fall into the category of the politi

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2

Pandey, I. M. "Governance of Higher Education Institutions." Vikalpa: The Journal for Decision Makers 29, no. 2 (2004): 79–84. http://dx.doi.org/10.1177/0256090920040207.

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Governance includes the issues of autonomy and accountability. In most countries, including developing countries, autonomy is being extended to higher education institutions (HEIs) in order to increase the flexibility which these institutions require to meet the needs of the society and the economy. Autonomy is the prerogative and the ability of an institution to act by its own choices in pursuit of its mission and goals. This ensures optimum allocation of resources for achieving the stated goals and missions of HEIs which are knowledge creation and dissemination. These institutions are missio

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3

Macheridis, Nikos. "Governance of higher education – implementation of project governance." Tertiary Education and Management 23, no. 2 (2016): 85–102. http://dx.doi.org/10.1080/13583883.2016.1236285.

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4

Adizov, Bobir Bakhtiyorovich. "FEATURES OF CORPORATE GOVERNANCE IN HIGHER EDUCATION SYSTEM." Scientific Reports of Bukhara State University 4, no. 4 (2020): 252–56. http://dx.doi.org/10.52297/2181-1466/2020/4/4/15.

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The entry of our country into the system of market relations, which has caused many social, organizational, economic, institutional, cultural, personnel, ethical and other problems has affected higher education. Sector reform, innovation development policy, and flexible government regulation require the development of mixed models using market mechanisms to increase the efficiency of a socially significant sector. The article discusses some issues of implementing corporate governance in higher education in the context of the transition to self-financing of universities

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Khouja, Mehdi, Ismael Bouassida Rodriguez, Youssef Ben Halima, and Samir Moalla. "IT Governance in Higher Education Institutions." International Journal of Human Capital and Information Technology Professionals 9, no. 2 (2018): 52–67. http://dx.doi.org/10.4018/ijhcitp.2018040104.

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Information Technology (IT) is a very important aspect for higher education institutions (HEI) in both teaching, research and administration. The managers of those intuitions are more and more aware that IT is a strategic tool for their institutions. On the other hand, IT Governance is getting attention from the practitioner and research side, given the need to govern IT extending the organisation's strategy and objectives into IT. IT Governance helps to set clear expectations, to gain participation, open communications, establish accountability and provide executive management oversight. Thus

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Magalhães, António, Amelia Veiga, and Pedro Videira. "Reconfiguring power in Portuguese higher education." education policy analysis archives 26 (October 15, 2018): 135. http://dx.doi.org/10.14507/epaa.26.3600.

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This paper aims to analyse the shift in the internal power balance between managerial and academic self-governance as reflected in the perceptions of teaching and non-teaching staff on the tendencies, decision-making processes and actor’s roles in these processes. The empirical data used in this paper were gathered on the basis of an on-line survey, distributed throughout 2014 and 2015 in all Portuguese higher education institutions. Responses were interpreted taking into account the influence of governance narratives on the development of boardism, i.e., a decrease of academic self-governance

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7

Singh, Abhilasha. "Complex Dynamics of Higher Education Governance." International Journal of Learning in Higher Education 28, no. 1 (2021): 169–87. http://dx.doi.org/10.18848/2327-7955/cgp/v28i01/169-187.

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8

Scott, Alan. "Reform and governance in higher education." Social Anthropology 18, no. 1 (2010): 83–89. http://dx.doi.org/10.1111/j.1469-8676.2009.00091.x.

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9

McCann, Adam P. "Brexit, Higher Education, and Responsible Governance." European Journal of Comparative Law and Governance 4, no. 3 (2017): 205–10. http://dx.doi.org/10.1163/22134514-00403003.

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10

Marcus, Laurence R. "Restructuring State Higher Education Governance Patterns." Review of Higher Education 20, no. 4 (1997): 399–418. http://dx.doi.org/10.1353/rhe.1997.0010.

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11

Vidovich, Lesley, and Jan Currie. "Governance and trust in higher education." Studies in Higher Education 36, no. 1 (2011): 43–56. http://dx.doi.org/10.1080/03075070903469580.

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12

Bianchi, Isaias Scalabrin, and Rui Dinis Sousa. "IT Governance Mechanisms in Higher Education." Procedia Computer Science 100 (2016): 941–46. http://dx.doi.org/10.1016/j.procs.2016.09.253.

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13

Meek, V. Lynn, and Fiona Q. Wood. "Higher education governance and management: Australia." Higher Education Policy 11, no. 2-3 (1998): 165–81. http://dx.doi.org/10.1016/s0952-8733(98)00005-1.

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14

Jones, Glen A., Theresa Shanahan, and Paul Goyan. "University governance in Canadian higher education." Tertiary Education and Management 7, no. 2 (2001): 135–48. http://dx.doi.org/10.1080/13583883.2001.9967047.

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15

Vrangbæk, Karsten, Timo Aarrevaara, Hanne Foss Hansen, and Ilmo Keskimäki. "Health Care and Higher Education Governance:." Scandinavian Journal of Public Administration 21, no. 1 (2017): 9–31. http://dx.doi.org/10.58235/sjpa.v21i1.14881.

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   The paper contributes to the existing literature on reactions to economic shocks by adding a specific comparative focus on core welfare sectors within the Nordic region. Comparing crisis reactions across two countries using a framework of "cost saving", "reorganisation" and "programme" logic reveals patterns and constraints in different institutional settings. The paper concludes that Denmark and Norway initially tried to shelter the health care and higher education sectors, but they have moved on to more radical strategic responses as the crisis has persisted. Many simila

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16

Sumathy, M., and Shaneeb P. "Effect of E Governance in Quality of Higher Education." International Journal of Scientific Engineering and Research 6, no. 9 (2018): 91–94. https://doi.org/10.70729/ijser18224.

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17

Mocquet, Bertrand. "Rhizome of the French Digital Higher Education Ecosystem and New Governance: Mutualization, Governance and Digital Higher education." Médiations et médiatisations, no. 17 (April 22, 2024): 29–57. http://dx.doi.org/10.52358/mm.vi17.391.

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Nous proposons de caractériser l’organisation du numérique universitaire français, en examinant ses processus de fabrication, de fonctionnement et de gouvernance en interrogeant le concept de rhizome, développé en 1980 par Deleuze et Guattari. Par numérique universitaire français, nous entendons les technologies numériques qui sous-tendent le fonctionnement et la gestion de l’enseignement supérieur. Cet article vise à décrire les diverses formes organisationnelles observées (associations, groupements d’intérêt public, consortiums, établissements publics…), ainsi que leurs interactions, en adop

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18

Ur Rehman, Shafiq, and Afshan Huma. "Governance Practices at Higher Education in Punjab and Sindh to Achieve the Goals of Higher Education Policies." Journal of Asian Development Studies 13, no. 4 (2024): 506–20. https://doi.org/10.62345/jads.2024.13.4.42.

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Higher education is one of the primary sources of national development in this century. However, the concentration in terms of quality and relevance in achieving the goals of Pakistani institutions has been challenging. This research investigates the governance practice in the higher education commissions (HECs) and higher education institutions (HEIs) of Punjab and Sindh provinces, assessing their alignment with national higher education policies. Using a qualitative, phenomenological research approach, it reflects on the life experiences of stakeholders, such as HEC officials from Pakistan a

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Ebrima Sall and Ibrahim Oanda. "4 - Revitalising Higher Education for Africa’s Future." Journal of Higher Education in Africa 12, no. 2 (2014): 95–107. http://dx.doi.org/10.57054/jhea.v12i2.1531.

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Over the last two decades, funding pressures have forced reforms in the legal framework of public universities in Africa. ‘Acts of Parliament’ and strong government direct control that dominated governance regimes of higher education institutions have given way to broad-based councils with wide representation in university governance organs. The strong emergence of private higher education institutions in the continent has led to the development of alternative forms of institutional management different from those that previously dominated in public institutions. But most of these reforms have

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20

Li, Ruohan, Yuling Liu, and Yunbo Xu. "On Governance of Higher Education in China: Historical Evolution, Realistic Dilemma, and Future Optimization." International Journal of Social Science and Human Research 08, no. 04 (2025): 2159–68. https://doi.org/10.5281/zenodo.15186925.

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The governance of higher education in China has gone through three different stages of development, and the relationship between government and universities in terms of management and being managed has not fundamentally changed. Efficient management institutions still occupy a central position in education governance within universities, neglecting the participation of teachers, students, and social subjects in governance, resulting in a lack of endogenous motivation, innovative vitality, and social functions in higher education. To address the issue, the author proposes a technology-empowered

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21

Abdalqhadr, Ali. "UNIVERSITY GOVERNANCE. ENTRANCE FOR HIGHER EDUCATION REFORM." "Scientific notes of the University"KROK", no. 3(59) (2020): 97–112. http://dx.doi.org/10.31732/2663-2209-2020-59-97-112.

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22

Yallaprgada, V. R. Naga Pawan, and Sarada Vitukuru. "Private Higher Education Institutions and E-Governance." Journal of E-Governance 35, no. 4 (2012): 205–7. http://dx.doi.org/10.3233/gov-2012-0321.

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23

Parry, Gareth. "Colleges and the Governance of Higher Education." Higher Education Quarterly 67, no. 4 (2013): 315–39. http://dx.doi.org/10.1111/hequ.12024.

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24

Charles, Anne Caroline. "Book Review of "Governance of Higher Education"." Canadian Journal of Higher Education 46, no. 1 (2016): 190–92. http://dx.doi.org/10.47678/cjhe.v46i1.187857.

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25

Wang, Chengzhi. "Governance and Financing of Chinese Higher Education." education policy analysis archives 8 (June 5, 2000): 26. http://dx.doi.org/10.14507/epaa.v8n26.2000.

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With an introduction to the overall underdevelopment of higher education in China compared with the American counterpart, this article briefly examines the main trends of over two decades of development of the governance and financing systems of China's higher education sector. This article analyzes the resource allocation from governments and revenue generation in institutions under the reform policies of administrative decentralization and financing diversification. The new "Great Leap Forward" in higher education in 1999 and beyond, i.e., the radical and, to a certain extent, desperate mass

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26

Goedegebuure, Leo, and Harry Boer. "Governance and decision-making in higher education." Tertiary Education and Management 2, no. 2 (1996): 160–69. http://dx.doi.org/10.1007/bf02354010.

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27

Perkins, James A. "The Governance of Higher Education in Spain." Higher Education Policy 3, no. 1 (1990): 25–27. http://dx.doi.org/10.1057/hep.1990.6.

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28

Degn, Lise. "Translating Governance Ideas in Danish Higher Education." Higher Education Policy 28, no. 3 (2014): 295–313. http://dx.doi.org/10.1057/hep.2014.12.

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29

Rubio, Francisco, Carlos Llopis-Albert, Shouzhen Zeng, and Dayanis García-Hurtado. "Higher Education governance and policy in Spain." Multidisciplinary Journal for Education, Social and Technological Sciences 10, no. 2 (2023): 59–76. http://dx.doi.org/10.4995/muse.2023.20181.

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The knowledge society of the 21st century is undergoing important changes in the field of information, communication, and globalization, which has led Higher Education Institutions (HEIs) to play a leading role in its sustainable development, based on three fundamental pillars: social, economic, and environmental, which go beyond its traditional role based on training students to obtain a professional degree. The need to address these significant changes and improve the quality and efficiency of HEIs has led to a reassessment of their governance structures, which require a more agile governanc

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30

Drolet, Claude Andre. "Branch Campuses and Higher Education Governance: The State of Literature." Consilience Humanities Society 3, no. 3 (2024): 1–14. https://doi.org/10.59227/ch.2024.3.3.1.

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본 연구는 초국경 고등교육의 맥락에서 국제 분교 캠퍼스(International Branch Campuses, IBCs)의 시대 변화하는 거버넌스 구조를 분석한다. 공공행정 이론과 고등교육 거버넌스 구조적 관점에서 중앙집권적 감독과 지역 자율성 간의 지속적인 도전 과제들을 조명한다. 이를 분석하기 위해, 신공공관리(New Public Management, NPM) 개혁의 영향, 공동 거버넌스 모델, 그리고 국경을 넘는 운영에서 발생하는 규제의 복잡성을 주요 주제로 다루었다. 국제 분교 캠퍼스들은 본교와 현지 국가의 요구에 의해 형성된 하이브리드 거버넌스 환경에서 운영된다. 이러한 구조적 측면은 교수진의 역할, 기관의 자율성, 지속 가능성 등에 영향을 미친다. 본 연구는 글로벌 기준과 현지 대응 간의 균형을 맞출 수 있는 적응형인, 상황에 민감한 거버넌스 모델의 필요성을 강조하며, 정책 설계 및 기관 전략 측면에서의 향후 연구 과제를 제시한다.

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31

Sami Hussein and Mohammad zadeh. "Governance Models and Decision-Making Structures in Higher Education." Applied Science, Engineering and Management Bulletin [ASEMB] 1, no. 1(Oct-Dec) (2024): 21–28. https://doi.org/10.69889/asemb.v1i1(oct-dec).18.

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This article explores the critical governance models and decision-making structures that underpin higher education institutions. It begins with an overview of different governance models, including the traditional collegial model, managerial model, shared governance model, and network governance model. Each model's features, benefits, and challenges are discussed to provide a comprehensive understanding of their application in higher education. The article then examines key decision-making structures such as boards of trustees or regents, university presidents or chancellors, academic senates,

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32

Chang, Wenshu. "Logical Approach, Realistic Situation and Behavioral Selection of Higher Education Governance Empowered by Big Data." International Research in Higher Education 7, no. 1 (2022): 37. http://dx.doi.org/10.5430/irhe.v7n1p37.

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Big data has become an important tool to promote the transformation of higher education governance. In internal mechanism, the governance of higher education empowered by big data can continuously optimize the governance structure of higher education, enrich the governance subjects of higher education, expand the boundaries of higher education governance and update the governance rules of higher education. In terms of value logic, the governance of higher education with big data empowerment is mainly reflected in shaping data thinking, reconstructing value cognition, surpassing technical ratio

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33

Magalhães, António, Amélia Veiga, Filipa Ribeiro, and Alberto Amaral. "Governance and Institutional Autonomy: Governing and Governance in Portuguese Higher Education." Higher Education Policy 26, no. 2 (2013): 243–62. http://dx.doi.org/10.1057/hep.2012.31.

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34

Mohd Noor, Marhaini. "Analysing Cybernetic Governance at Higher Education Institutions in Malaysia: How is Co- Production Linked to the Transformation of Higher Education Institutions via Governance?" Journal of Governance and Development (JGD), Number 2 (December 31, 2020): 1–18. http://dx.doi.org/10.32890/jgd2020.16.2.1.

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This paper attempts to analyse how important the cybernetic governance is to higher education institutions in Malaysia. Cybernetic governance is a structure, process of a system to empower greater decision making, autonomy, leadership, and greater accountability. Thus, cybernetic approach is heavily depending on information, utilise information for decision making, policy making and feedback to respond effectively. The concept also relevant with co-production strategy, whereby public services offered at the institution would focus on making use of resources through community building, collabor

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35

Mohd Noor, Marhaini. "Analysing Cybernetic Governance at Higher Education Institutions in Malaysia: How is Co- Production Linked to the Transformation of Higher Education Institutions via Governance?" Vol 16, No 2, Dec 2020 16, No.2 (2020): 1–18. http://dx.doi.org/10.32890/jgd2020.16.2.1.1.

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This paper attempts to analyse how important the cybernetic governance is to higher education institutions in Malaysia. Cybernetic governance is a structure, process of a system to empower greater decision making, autonomy, leadership, and greater accountability. Thus, cybernetic approach is heavily depending on information, utilise information for decision making, policy making and feedback to respond effectively. The concept also relevant with co-production strategy, whereby public services offered at the institution would focus on making use of resources through community building, collabor

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36

Henderi, Henderi. "Good IT Governance: Framework and Prototype for Higher Education." CCIT Journal 3, no. 2 (2010): 135–52. http://dx.doi.org/10.33050/ccit.v3i2.322.

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Information technology (IT) menjadi semakin penting bagi organisasi perguruan tinggi (dan organisasi lainnya) karena dapat memudahkan pelaksanaan proses bisnis dan meningkatkan keunggulan kompetitif. Melalui IT, proses bisnis dapat dilaksanakan lebih mudah, cepat, efisien, dan efektif. IT juga menawarkan banyak peluang kepada perguruan tinggi untuk meningkatkan kinerja, mentransformasi pelayanan, pasar, proses kerja, dan hubungan-hubungan komunitas dan riset. Karenanya, IT governance saat ini menjadi salah satu critical success factor (CSF) bagi para pemimpin (CIOs) dan mitra perguruan tinggi

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37

Frogeri, Rodrigo Franklin, Daniel Jardim Pardini, and Gustavo Rodrigues Cunha. "Information Technology Governance in a Higher Education Institution." International Journal of Human Capital and Information Technology Professionals 11, no. 1 (2020): 31–46. http://dx.doi.org/10.4018/ijhcitp.2020010103.

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This study characterizes and analyzes information technology governance in a Brazilian institution of higher education. The methodological aspects included the quantitative approach, with application multivariate analysis, clusters and descriptive statistics from a sample of 62 individuals, and qualitative by means semi-structured interviews of ten professionals responsible for institution IT sectors. Analysis are presented a scenario in which IT governance can be characterized as a non-adopted practice and without planning for adoption. Aspects such as, lack of personnel, training, and planni

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Benjamin, Roger, and Stephen J. Carroll. "Impediments and Imperatives in Restructuring Higher Education." Educational Administration Quarterly 32, no. 1_suppl (1996): 705–19. http://dx.doi.org/10.1177/0013161x960321007.

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There are ominous signs that America's higher education sector is declining. However, why have higher education institutions and their leaders had such difficulty in addressing the problems the sectorfaces? We argue that basic assumptions built into the governance of higher education obstruct an effective response. After presenting the assumptions, we make a case for redesigning the structure of higher education governance.

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Greben, Svitlana, and Hanna Chyrva. "CHALLENGES AND OPPORTUNITIES IN UKRAINIAN HIGHER EDUCATION GOVERNANCE." Public Administration and Law Review, no. 1(21) (March 31, 2025): 15–25. https://doi.org/10.36690/2674-5216-2025-1-15-25.

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This article examines the governance of Ukrainian higher education institutions (HEIs) during a period of unprecedented systemic transformation, brought on by both domestic reform initiatives and external crises. The relevance of the topic stems from Ukraine's ongoing transition from a post-Soviet administrative legacy toward a modern, decentralized, and European-aligned model of higher education governance. The purpose of the study is to assess how governance structures in Ukrainian HEIs are responding to current challenges while identifying strategic opportunities for reform and innovation.

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40

Doğan, Miray, and Hasan Arslan. "Graduate Student Engagement and Digital Governance in Higher Education." Education Sciences 15, no. 6 (2025): 682. https://doi.org/10.3390/educsci15060682.

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This study explores graduate students’ perceptions of and experiences with digital governance in higher education, using data from semi-structured interviews with thirty participants. A qualitative research design guided the investigation, addressing six research questions related to the definition, roles, effectiveness, required skills, challenges, and opportunities of digital governance. The findings reveal varying levels of familiarity with digital governance, often linked to concepts of e-government and efficient decision-making. However, many participants lacked a deep understanding of th

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Chikuvadze, Pinias, and Samuel Mugijima. "Governance Practices in Zimbabwean Public Higher Education Institutions." Journal of Asian Research 7, no. 4 (2023): p44. http://dx.doi.org/10.22158/jar.v7n4p44.

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This conceptual paper sought to cross-examine the enactment of governance practices in public higher education institutions. The discussion was guided by qualitative content analysis approach with the view to provide a rich and thick inquiry into the issue. In this context, 60 articles, which met the inclusion conditions were purposively sampled and later on interrogated through content analysis. The discussion noted that governance as a concept had various definitions depending on the context. In addition, in public higher education institutions, there are governance policies, and procedures

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Mejía-Zambrano, Fabio, Manuela Escobar-Sierra, and Jorge-Andrés Polanco-López De Mesa. "Corporate Governance in Accredited Public Higher Education Institutions." Revista Científica General José María Córdova 22, no. 47 (2024): 781–810. http://dx.doi.org/10.21830/19006586.1363.

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The specialized literature shows that corporate governance in accredited public higher education institutions is polysemic. This research will structure an integral corporate governance model for official higher education. The theoretical framework is based on new institutionalism and stakeholder and resource-based views. A meticulously designed sequential mixed-method approach was implemented, with data collection and analysis conducted in three stages. The first stage involved a bibliometric analysis, followed by a content analysis. Finally, an interdisciplinary group of 22 experts was inter

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43

Gravelle, France, and Martin Maltais. "Management, governance, and funding of digital education and higher education." Médiations et médiatisations, no. 17 (April 23, 2024): 3–8. http://dx.doi.org/10.52358/mm.vi17.413.

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Les domaines de l'éducation (Gravelle, Frigon et Monette, 2020) et de l'enseignement supérieur (Maltais, Ness, Jungblut et Rexe, 2023) sont en mutation mondiale, confrontés à des défis croissants. À l'ère du numérique, les établissements d’enseignement doivent développer la compétence numérique des apprenants (Gouvernement du Québec, 2018, 2020b). La littérature internationale guide le déploiement des outils numériques pour la réussite éducative (Gravelle et al., 2019; Gravelle et al., 2021). L'OCDE souligne l'importance de comprendre les tendances mondiales et leur impact sur l'éducation (201

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44

Mozin, Sri Yulianty, and Rukiah Nggilu. "IMPROVING THE QUALITY OF HIGHER EDUCATION: THE ROLE OF STRENGTHENING INSTITUTIONAL CAPACITY IN HIGHER EDUCATION TRANSFORMATION." Public Policy Journal 4, no. 2 (2023): 80. http://dx.doi.org/10.37905/ppj.v4i2.2114.

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<p><em>This research is to be directed to analyze the development of higher education transformation strategy models through strengthening institutional capacity. The method used is qualitative through in-depth interviews and documentation studies. The results showed that there are several factors that hinder the performance of universities, such as limited human resources and infrastructure. This condition demands organizational change in order to be able to adapt to fast and complex organizational dynamics. In the context of higher education governance, there is an urgent need to

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45

McLendon, Michael K., and Erik C. Ness. "The Politics of State Higher Education Governance Reform." Peabody Journal of Education 78, no. 4 (2003): 66–88. http://dx.doi.org/10.1207/s15327930pje7804_05.

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46

Balgan, Altangerel. "Governance in Mongolian Higher Education: A Comparative Analysis." International Journal of Higher Education 8, no. 3 (2019): 185. http://dx.doi.org/10.5430/ijhe.v8n3p185.

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The author presents some analysis of HE governance in Mongolia in comparative framework. The presentation is devoted to University administration matters, particularly to relationship between Government and HEI, decision making regarding human resources, academic programs and research, setting tuition and fees.In highly competitive global context the key issues facing Mongolian Higher education are university autonomy, quality assurance, funding, program competitiveness and research effectiveness. Mongolian Government has approved National programs for development of outcome based HE system an

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Li Ruohan, Shi Manyu, and Liu Yuling. "ON POTENTIAL RISKS AND COUNTERMEASURES OF AI EMPOWERED HIGHER EDUCATION DIGITAL GOVERNANCE." International Journal of Education and Social Science Research 08, no. 03 (2025): 156–73. https://doi.org/10.37500/ijessr.2025.8312.

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Against the backdrop of AI technology empowering higher education, universities are gradually developing a new digital governance paradigm based on digital construction and centered around algorithmic power. At present, since the concept and institutional construction of digital governance in higher education are not yet mature, there are potential risks in higher education digital governance, such as value deviation, incapacity of governance subjects, disorder of power, and misuse or abuse of technology. Therefore, universities must promote the innovation of the digital governance paradigm in

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Sibal, Kapil. "The New Genre Higher Education Framework." IIM Kozhikode Society & Management Review 1, no. 1 (2012): 47–49. http://dx.doi.org/10.1177/227797521200100106.

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Institutions of higher education exist to contribute to the collective growth of the society by nurturing the creative genius of individuals. This may be achieved by striking a fine balance between gifting intellectual freedom and monitoring the fulfilment of social obligations. An environment of this kind can only be built through a policy of non-interference and institutional autonomy. A governance structure like this does not necessarily suggest lack of accountability or decentralization of power. Rather, this implies great commitment towards academic, administrative and financial accountab

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Moloi, Tankiso. "Governance of risks in South Africa’s public higher education institutions (HEIs)." Investment Management and Financial Innovations 13, no. 2 (2016): 226–34. http://dx.doi.org/10.21511/imfi.13(2-1).2016.09.

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The author examines the manner in which risk is governed within higher education institutions (HEIs) in South Africa by formulating risk governance statements based on the requirements of the King III Report on Corporate Governance and other relevant literature. The formulated risk governance statements are used to develop the risk disclosure measurement index. Disclosure measurement method is accepted as a flexible method to use when extracting the pre-determined information in the annual reports. The developed risk disclosure index is used to extract the information from South Africa’s highe

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Kolokitha, Magdalini. "Policy Governance without Government in European Higher Education." Power and Education 6, no. 2 (2014): 197–209. http://dx.doi.org/10.2304/power.2014.6.2.197.

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