Comparing Academic and Non-Academic Organizational Cultures

1. Comparing Academic and Non-Academic Organizational Cultures Sean M. Heuvel EPPL 751 The College of William and Mary

2. Presentation Overview • Introduction/Core Concepts • Theoretical Orientation • Background on Topic • Case Study • Preliminary Research Design • Factors to Consider • Conclusion

3. Introduction/Core Concepts • In what ways does academic culture compare with non-academic culture? • What perceptions do non-traditional college presidents have of academic culture? • What strategies do non-traditional presidents use to adapt to academic culture?

4. Theoretical Orientation • Conflict Theory – “the glue of society is economic, political, cultural, and military power” (Sadovnik, 2011). • Bourdieu’s Forms of Capital – who possesses the most cultural capital, social capital, and/or symbolic capital?

5. Background (Academic Culture) • Characterized by a extreme structural differentiation (Lane, 1985). • University decision making is weak (i.e. organized anarchy) (Lane, 1985). • Dualism of controls (Birnbaum, 1988). • Opportunity for continual investment in oneself (Rosovsky, 1990).

6. Background (Non-Academic Culture) • Corporate culture – shared assumptions and values (Gordon, 1991). • Profit and growth of organization are key goals (Hofstede, 2002). • Possible presence of autocratic leadership and management styles (Rotemberg, 1993).

7. Case Study (Dwight D. Eisenhower at Columbia Univ.) • Served as president of Columbia University from 1948 to 1953. • His tenure was described as a poor fit for both him and the university. • Used to military culture, he could never adjust to academic life.

8. Factors to Consider • Instead of focusing on how the cultures are different, in what ways may they be similar? • Instead of looking at the macro level, what differences may exist within academic culture as well as non-academic culture? • What role does the individual play in how they perceive these cultures?

9. Preliminary Research Design • Researcher will interview five non-traditional college presidents. • Interview protocol will consist of five questions and five follow-up questions. • General and axial coding will be used to develop key themes and sub-themes. • Sources for data triangulation: interviews, reflexive journaling, persistent observation, and researcher field notes.

10. Conclusion Questions?

11. References • Birnbaum, R. (1988). How College’s Work: The Cybernetics of Academic Organization and Leadership. San Francisco, CA: Jossey-Bass. • Gordon, G.G. (1991). Determinants of Organizational Culture. The Academy of Management Review, 16, 396-415. • Hofestede, G., Van Deusen, C.A., Mueller, C.B., & Charles, T.A. (2002). What Goals do Business Leaders Pursue? A Study in Fifteen Countries. Journal of International Business Studies, 33, 785-803. • Lane, J.E. (1985). Academic Profession in Academic Organization. Higher Education, 14, 241-268. • Rosovsky, H. (1990). The University: An Owner’s Manual. New York: Norton. • Rotemberg, J.J. & Saloner, G. (1993). Leadership Style and Incentives. Management Science, 39, 1299-1318. • Sadovnik, A.R. (2011). Sociology of Education: A Critical Reader, 2nd Edition. New York: Routledge.