Abstract:
This article analyses the tension between science management and university administration against the backdrop of increasing external demands. Based on the „bridge technology“ thesis, structural, functional and cultural-normative dimensions are considered. The analysis reveals different patterns of legitimacy: while university adminis-tration legitimises itself through compliance with rules, science management must prove its effectiveness through measurable performance improvements. This difference leads to characteristic role ambiguities, perception discrepancies and power dynamics. However, the continuous professionalisation of both areas makes it more dif-ficult to distinguish between them, especially at higher hierarchical levels. Cultural antagonisms require organisational ambidexterity rather than simple integration or demarcation strategies.
Über die Autor*innen:
- Sebastian Schneider,
M.A., Wiss. Mitarbeiter, Institut für Hochschulforschung (HoF) - Frederic Krull,
M.Sc., Wiss. Mitarbeiter, Institut für Hochschulforschung (HoF) - Justus Henke,
Dr., Wiss. Mitarbeiter, Nachwuchsgruppenleiter, Institut für Hochschulforschung (HoF)
