Journal article 278 views 41 downloads
Understanding practices of UK college governing: Rethinking strategy and accountability
Educational Management Administration & Leadership, Volume: 51, Issue: 6, Pages: 1422 - 1439
Swansea University Author:
Steve Garner
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DOI (Published version): 10.1177/17411432211053691
Abstract
College governing boards are widely held to be the keystone of institutional strategy and the prime locus of support, challenge and accountability in respect of the actions of the senior Executive. Whilst there are many normative prescriptions about the conditions and arrangements required for effec...
Published in: | Educational Management Administration & Leadership |
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ISSN: | 1741-1432 1741-1440 |
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SAGE Publications
2023
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URI: | https://cronfa.swan.ac.uk/Record/cronfa64031 |
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v2 64031 2023-08-04 Understanding practices of UK college governing: Rethinking strategy and accountability 7344067e0f04bbb3eb1654557e832e0b 0000-0003-1047-6080 Steve Garner Steve Garner true false 2023-08-04 CSSP College governing boards are widely held to be the keystone of institutional strategy and the prime locus of support, challenge and accountability in respect of the actions of the senior Executive. Whilst there are many normative prescriptions about the conditions and arrangements required for effective college governance, relatively little is known about how and to what extent the practices of boards reflect or realise these prescriptions. This paper draws upon a unique research study of eight further education colleges across the four nations of the UK. Following Chia and MacKay and Hendry et al., our ‘strategy as practice’ approach gives primacy to emergence and immanence through board practices. Video and observational data, supplemented by some interview and documentary data are used to develop an understanding of governing practices. Our analysis suggests that current normative prescriptions lack the conceptual sophistication required to support governing as it really happens. We offer a reconceptualisation of both strategy and accountability suggesting that the latter includes lateral, inward- and outward-facing functions that make conflicting demands on governors. We argue that these distinctions are vital in enabling further positive development of governing in the college sector. Journal Article Educational Management Administration & Leadership 51 6 1422 1439 SAGE Publications 1741-1432 1741-1440 Governing, governance, college governing boards, further education, strategy-as-practice, inward-facing and outward-facing accountability 1 11 2023 2023-11-01 10.1177/17411432211053691 http://dx.doi.org/10.1177/17411432211053691 COLLEGE NANME Criminology, Sociology and Social Policy COLLEGE CODE CSSP Swansea University This work was supported by the Economic and Social Research Council (grant no. ES/R00322X/1). 2023-12-08T13:28:59.3378011 2023-08-04T09:03:39.3177565 Faculty of Humanities and Social Sciences School of Social Sciences - Criminology, Sociology and Social Policy David James 0000-0001-7921-6485 1 Steve Garner 0000-0003-1047-6080 2 Gary Husband 3 64031__28512__4d7e8864d3574ae299979cb630a95afc.pdf 64031.VOR.pdf 2023-09-12T16:01:33.5992584 Output 627526 application/pdf Version of Record true © The Author(s) 2021. Distributed under the terms of a Creative Commons Attribution 4.0 License (CC BY 4.0). true eng https://creativecommons.org/licenses/by/4.0/ |
title |
Understanding practices of UK college governing: Rethinking strategy and accountability |
spellingShingle |
Understanding practices of UK college governing: Rethinking strategy and accountability Steve Garner |
title_short |
Understanding practices of UK college governing: Rethinking strategy and accountability |
title_full |
Understanding practices of UK college governing: Rethinking strategy and accountability |
title_fullStr |
Understanding practices of UK college governing: Rethinking strategy and accountability |
title_full_unstemmed |
Understanding practices of UK college governing: Rethinking strategy and accountability |
title_sort |
Understanding practices of UK college governing: Rethinking strategy and accountability |
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7344067e0f04bbb3eb1654557e832e0b |
author_id_fullname_str_mv |
7344067e0f04bbb3eb1654557e832e0b_***_Steve Garner |
author |
Steve Garner |
author2 |
David James Steve Garner Gary Husband |
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Educational Management Administration & Leadership |
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51 |
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6 |
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1422 |
publishDate |
2023 |
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Swansea University |
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1741-1432 1741-1440 |
doi_str_mv |
10.1177/17411432211053691 |
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SAGE Publications |
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Faculty of Humanities and Social Sciences |
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School of Social Sciences - Criminology, Sociology and Social Policy{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Social Sciences - Criminology, Sociology and Social Policy |
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http://dx.doi.org/10.1177/17411432211053691 |
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description |
College governing boards are widely held to be the keystone of institutional strategy and the prime locus of support, challenge and accountability in respect of the actions of the senior Executive. Whilst there are many normative prescriptions about the conditions and arrangements required for effective college governance, relatively little is known about how and to what extent the practices of boards reflect or realise these prescriptions. This paper draws upon a unique research study of eight further education colleges across the four nations of the UK. Following Chia and MacKay and Hendry et al., our ‘strategy as practice’ approach gives primacy to emergence and immanence through board practices. Video and observational data, supplemented by some interview and documentary data are used to develop an understanding of governing practices. Our analysis suggests that current normative prescriptions lack the conceptual sophistication required to support governing as it really happens. We offer a reconceptualisation of both strategy and accountability suggesting that the latter includes lateral, inward- and outward-facing functions that make conflicting demands on governors. We argue that these distinctions are vital in enabling further positive development of governing in the college sector. |
published_date |
2023-11-01T13:28:59Z |
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11.021648 |