University Governance and Management in Southeast Asia
- Molly N.N. LeeMolly N.N. LeeNational Higher Education Research Institute, Universiti Sains Malaysia
- and Chang Da WanChang Da WanNational Higher Education Institute, Universiti Sains Malaysia
In the past two decades, nearly all the countries in Southeast Asia have undertaken higher education reforms such as the massification, marketization, diversification, bureaucratization, and internationalization of higher education. All these reforms are aimed at widening access to higher education and diversifying its funding sources, as well as improving the quality, efficiency, and productivity of the higher education sector. Under such circumstances, much research has been done on how the governance and management of universities have changed over the years in these countries.
The governance of universities focuses on the role of the state in providing, regulating, supervising, and steering the development of higher education in the country. The relationship between universities and the state revolves around the issues of autonomy and accountability. An emerging regional trend in the reforms of university governance is an increase in institutional autonomy in return for more public accountability. Several countries have shifted from a state-control model to a state-supervising model and from public provision of higher education to the privatization of higher education, the corporatization of public universities, and the establishment of autonomous universities. To ensure public accountability, most universities are subjected to both internal and external quality assurance.
With the massification of higher education, universities usually enroll large numbers of students and become more complex organizations. In the context of governmental budget cuts, many universities are under great pressure to do more with less, to find ways to be less wasteful, and to develop better management in order to replace the missing resources. Various universities have adopted new public management techniques and a result-based management approach to improve efficiency and effectiveness. A central feature of new managerialism is “performativity” in the management of academic labor and the pressure for “academic capitalism.”