ABSTRACT
This chapter uses a small case study to provide some evidence for the core aspects of managers’ power, interests and ideology which have been analysed in the previous chapters. The case study is about a major strategic change initiative at a large Western European university-International University (IU)—which took place largely between 2002 and 2004.1
In 2002, a new Vice-Chancellor joined IU. She was keen to demonstrate ‘leadership’ and ‘professionalism’ and interpreted both concepts in an orthodox managerial way. Although the shift to managerialism had already been happening gradually over many years, it can be argued that this ideology was primarily introduced by the new Vice-Chancellor and her inner circle of senior managers. The plan was quite ambitious. Against the background of an allegedly more competitive and challenging business environment, IU should undergo major organisational changes in order to become a truly managerial organisation (e.g. Hellawell / Hancock 2001, p. 191). The prime objective of the strategic change initiative was the introduction of New Public Management, i.e. to make IU much more ‘business-like’.2
