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COLLABORATION – A THREAT TO ACADEMIC AUTONOMY
COLLABORATION – A THREAT TO ACADEMIC AUTONOMY?
Sandra Jones
School of Management
RMIT University, Australia
sandra.jones@.au
Abstract
Universities have historically encouraged individual academics with research
expertise in a discrete area of study to undertake research and teaching in
their discipline. In this process academics have had full autonomy, from the
discovery of knowledge, the method used to integrate and interpret it, and the
means used to convey it to students and to assess student learning.
In recent times pressures for change have affected universities. First, business
requires graduates with broad knowledge and skill capabilities as well as
discipline-based content knowledge. Second, universities are required to
demonstrate quality control and improvement. Third, private expenditure has
replaced a previous almost complete reliance on publicly provided university
places. Finally, technological advance has made possible more flexible and
innovative learning opportunities.
It is argued in this paper that these changes require a new culture of
collaboration to supplement academic autonomy. Academics are required to
collaborate across disciplines. Cross-functional collaboration is required
between academic and non-academics. In so doing the paper calls for
university structures and practices that support collaboration.
Keywords
collaboration, universities, academic autonomy
Introduction – The External Environment
It is argued that the productivity of a modern corporation lies more in its intellectual and systems
capabilities than its hard assets. Quinn, Anderson and Finkelstein (1996) state that the intellect of
an organisation lies within the firm’s human brain and includes “cognitive knowledge (know what),
advanced skills (know how), systems understanding and trained intuition (know why), and self-
motivated creativity (care why)” (p. 7).
Developing intellect, they go on to argue, requires a move away from traditional organisational
cognitive skills tr
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