“New managerialism” in higher education: the case of United Arab Emirates

Abstract

PurposeThe aim of this study is to assess the managerial practices in the United Arab Emirates (UAE) higher education sector through the lens of “new managerialism”.Design/methodology/approachAn extensive review of new managerialism literature in higher education was conducted to develop a structured survey questionnaire. Using 176 useable responses obtained from the country-wide survey of academic staff, the underlying factor structure of new managerialism was first established using exploratory factor analysis (EFA), and then ANOVA was carried out to check whether there existed any difference in the six factors as well as for the individual items within each factor across the three types of Universities in the UAE, namely public universities, private-local owned universities and private-foreign owned universities.FindingsThe study unearthed a six-factor framework (monitoring and evaluation, transparency, bureaucracy, stakeholder engagement, research productivity and academic freedom and flexibility) of new managerialism comprising of 20 managerial practices. Of the six factors, significant difference was found for bureaucracy, stakeholder engagement and academic freedom and flexibility across different types of universities.Originality/valueIn terms of novelty, the study is the first attempt to explore new managerialism in higher education in the Middle Eastern context.