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Vice chancellors for the 21st century? A study of contemporary recruitment and selection practices in Australian universities

O`Meara, Bernard and Petzall, Stanley 2005, Vice chancellors for the 21st century? A study of contemporary recruitment and selection practices in Australian universities, Management research news, vol. 28, no. 6, pp. 19-35, doi: 10.1108/01409170510784850.

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Title Vice chancellors for the 21st century? A study of contemporary recruitment and selection practices in Australian universities
Author(s) O`Meara, Bernard
Petzall, Stanley
Journal name Management research news
Volume number 28
Issue number 6
Start page 19
End page 35
Publisher Emerald Group Publishing Limited
Place of publication Bradford, England
Publication date 2005
ISSN 0140-9174
1758-6135
Summary This article is based on recent Ph.D research. The practices for appointing Vice Chancellors (VC's) in Australian Universities were examined, together with the changing role of the VC and new demographic patterns in VC backgrounds. A number of other issues were also examined, including the training and preparation of VC's, mentoring and the changing skill base required to be effective in the role. In addition, the paradox was investigated of appointing academics from the ranks of individuals with non-business backgrounds, to run large enterprises which are being compelled to adopt an increasingly business-oriented focus. The methodology employed involved the use of a survey instrument administered to present and former VC's, Chancellors and members of selection panels, supplemented by interviews. Representatives of the Australian Vice Chancellors Committee (AVCC) and consultants operating in the academic field were also interviewed. In addition, extensive use was made of public domain material. The research was mainly qualitative in nature. However, use was also made of descriptive statistics to provide an insight into how higher education in Australia is changing and to analyse survey findings. Some key results of the research are reported, including the importance of informal processes such as networking in the selection of VC's, the key role played by Chancellors, and the continued practice of appointing VC's from within academia rather than the private sector. This is in spite of evidence that the role of the VC has changed to one of strategic planner and business manager rather than the more traditional role, in the context of a rapidly changing external environment. Suggestions are also made for ongoing research in the area.
Language eng
DOI 10.1108/01409170510784850
Field of Research 150312 Organisational Planning and Management
HERDC Research category C1 Refereed article in a scholarly journal
Persistent URL http://hdl.handle.net/10536/DRO/DU:30008787

Document type: Journal Article
Collection: School of Management and Marketing
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