The purpose of this paper is to analyse the nature of bureaucratization within public research bodies and its relationship to scientific performance, focusing on an Italian case-study. The main finding is that the bureaucratization of the research sector has two dimensions: public research labs have academic bureaucratization since researchers spend an increasing part of their time in administrative matters (i.e., preparing grant applications, managing grants/projects, and so on); whereas universities mainly have administrative bureaucratization generated by the increase over time of (...) administrative staff in comparison with researchers and faculty. In addition, I show that research units with higher bureaucratization have lower scientific performance. (shrink)

Although this article examines the problems facing modern universities such as their loss of independence and shortage of funding, similar problems faced universities throughout the 20th century. The focus is on the post-war generation, the creation of new universities and the political and economic changes that were brought about by Thatcherism. In the growth period between 1945 and the 1970s, many working-class children gained social mobility through the expansion of the university sector. This period also attracted large numbers of exiles (...) from Europe. The contemporary demographic challenge to universities in terms of the shrinkage of the population of eligible students is critical. Universities have responded by recruiting primarily Chinese and Indian students. This challenge joins other modern problems: bureaucracy, managerialism, rising costs, the loss of academic independence, stagnant wages, declining opportunities and the threat of AI. Can we imagine and build the post-university? Is the cafe as a meeting place a possible model of a global online intellectual hub? (shrink)

Institutional operability refers to the normative conditions governing the exercise of power of office that makes an institution work. Because institutional action occurs by the interrelated actions of the officeholders, a focus on institutional operability requires the analysis and assessment of the officeholders’ conduct in their institutional capacity. This article distinguishes two perspectives on operability: ‘outward’ and ‘inward.’ The outward view emphasizes predefined instructions for efficient execution, focusing on rule-following to achieve institutional purposes. The inward perspective highlights role-playing and reflective (...) engagement among officeholders to uphold an institution’s raison d’être. The inward perspective brings to the fore the relational aspect of institutional life and officeholders’ interrelated responsibility for guiding institutional action. (shrink)