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This chapter illuminates two critical aspects underpinning university life in the Nordic countries, namely, who gets involved with strategic processes and to what extent these processes affect behaviour across the organisation. Participation in strategy work was found to be unstable, which in turn further weakens the legitimacy of the strategy. The comparative data also show that some academic staff are not involved in the strategy process at all, and hence do not relate their daily tasks to the goals and/or values expressed in the strategy. The importance of strategies appears to lie in recognising the relevant problems, values, and normative postures, including the excellence and relevance of universities. The findings have implications for policy, practice, and future research inquiries on the topic.
Aarrevaara, T., Pinheiro, R., & Söderlind, J. (2019). Strategy as dialogue and engagement. In Reforms, Organizational Change and Performance in Higher Education: A Comparative Account from the Nordic Countries (pp. 211–234). Palgrave Macmillan. https://doi.org/10.1007/978-3-030-11738-2_7