Changes, improvements and innovations in university organisations regularly end up in sluggish processes and get stuck 'somewhere' in the organisation. It is argued that cooperation and mutual influencing of work processes between academic and professional employees of different departments can have a positive effect on these innovations. Because…

Early career researchers are faced with the expectation of their scientific communities to conduct independent research, which is reflected in the development of independent new research lines. This change must take place under conditions that vary between national career systems. Case studies for a chair system (Germany) and two tenure systems,…

Within the unique and complex settings of university hospitals, it is difficult to implement policy initiatives aimed at developing careers in and improving the quality of academic medical teaching because of the competing domains of medical research and patient care. Factors that influence faculty in making use of teaching policy incentives have…

This qualitative research examines the similarities and differences between three teaching departments within Universities of Applied Sciences (UAS) in the Netherlands that provide effective and three that provide less effective quality management. What are staff members' conceptions and perceptions of quality, quality management and…

Research methods for analyzing university learning environments are discussed along with the potential use of such analysis, and a study of one university in the Netherlands is reported indicating distinctive atmospheres found in various departments, each with its own kind of educational problems. (JT)

Based on the experience of reorganization of adult education departments in Dutch universities, the notion of adult education as a distinct discipline is rejected in favor of a pluralistic use of social sciences theories. It is argued that discipline-based, fundamental research can contribute more to the development of a knowledge base than…

The Netherlands' use of an ad hoc interinstitutional committee of university board members during a period of retrenchment is described which resulted in a plan to close a number of university departments and to terminate many small and not very successful research programs. (MSE)