| Figures | ||
| 1.1 | Change triggers and the extent of economic change, digitalisation, and COVID-19 effects over time. | 8 |
| 2.1 | Higher education among fields and mechanisms of hybridity. | 19 |
| 5.1 | Budgeted indirect (administrative) costs at Swedish higher education institutions in 2024, as a proportion of total costs 2023. | 85 |
| 5.2 | A resource dependent crisis management relational model. | 89 |
| 7.1 | Moral justification in nested hybridity of IHEC in the situation of war in Ukraine. | 134 |
| 8.1 | Analytical model for operationalization of teaching practices. | 156 |
| 12.1 | Responses to the survey question: “As an academic manager, I am responsible for …” (put in order from 1 to 5). | 251 |
| 13.1 | Levels of hybridity in organizing public higher education services through limited liability company with multiple funding streams. | 267 |
| 13.2 | Frequency distribution of board member perceptions on their HEI’s decision-making process, where 1 is fully collegial and 9 fully managerial. | 275 |
| 15.1 | Book chapters’ contributions according to main takeaways. | 322 |
| Tables | ||
| 2.1 | Politics and apportionment in the creation of hybridity of HE. | 22 |
| 4.1 | Hybridity at HEO s is present at multiple hierarchical levels. | 65 |
| 4.2 | Summary of primary findings. | 77 |
| 5.1 | Distribution of roles and positions among interviewees. | 91 |
| 6.1 | Respondents by management position. | 113 |
| 10.1 | A theoretical framework for hybridity within the market-based accountability. | 196 |
| 10.2 | Similarities in experienced hybridity within market-based accountability. | 201 |
| 10.3 | More similarities in experienced hybridity within market-based accountability. | 202 |
| 10.4 | Differences in experienced hybridity within market-based accountability. | 203 |
| 10.5 | Differences in experienced hybridity within market-based accountability dialogues. | 204 |
| 10.6 | Differences in experienced hybridity within market-based consequences. | 205 |
| 10.7 | Meta-mechanism of simplification mechanisms and hybridity. | 206 |
| Meta-mechanisms of amplification mechanisms and hybridity. | 208 | |
| 11.1 | Public universities in Sweden. | 221 |
| 11.2 | Policies for leadership and co-workership at Swedish public universities. | 224 |
| 13.1 | Responses according to different university-bounding steering forces for academic priorities and activities UAS (n = 44). | 270 |
| 13.2 | Responses according to accountability structures for the UAS board (n = 44). | 271 |
| 13.3 | Mean differences across different underlying macro-level values and standard deviations (n = 44). | 271 |
| 13.4 | Funding sources of UAS. | 273 |
| 14.1 | Characteristics of institutional logics relevant in the context of knowledge brokering organisations. | 290 |
| 14.2 | Position of interviewees in their organisation. | 294 |
| 14.3 | Institutional logics and their elements in the Norwegian KBO. | 300 |
| 14.4 | Institutional logics and their elements in the Finnish KBO. | 305 |
In: Hybridity Through Transitions
Editors:
,
,
, and
Elias Pekkola
Elias Pekkola
Search for other papers by Elias Pekkola in
Current site
Google Scholar
PubMed
Search for other papers by Elias Pekkola in
Current site
Google Scholar
PubMed
Luiz Alonso de Andrade
Luiz Alonso de Andrade
Search for other papers by Luiz Alonso de Andrade in
Current site
Google Scholar
PubMed
Search for other papers by Luiz Alonso de Andrade in
Current site
Google Scholar
PubMed
Kerttu Kettunen
Kerttu Kettunen
Search for other papers by Kerttu Kettunen in
Current site
Google Scholar
PubMed
Search for other papers by Kerttu Kettunen in
Current site
Google Scholar
PubMed
Stefan Lundborg
Stefan Lundborg
Search for other papers by Stefan Lundborg in
Current site
Google Scholar
PubMed
Search for other papers by Stefan Lundborg in
Current site
Google Scholar
PubMed