edited by Niels Ejersbo, Carsten Greve, and Signe Pihl-Thingvad
<P>Chapter 1 <I></I>Introduction</P><P><I>Niels Ejersbo, Carsten Greve, and Signe Pihl-Thingvad</P></I><P></P><P>Chapter 2<I> </I>Data and methods</P><P><I>Niels Ejersbo, Pernille Bak Pedersen, and Signe Pihl-Thingvad</P></I><P></P><P>Chapter 3 University management and reforms in context -- the relationship between university reforms and general reforms in the public sector </P><P><I>Carsten Greve & Niels Ejersbo</P></I><P></P><P>Chapter 4 Controlling Autonomy: Governmental Regulation of Danish Universities from 1989 to 2015 </P><P><I>Pernille Bak Pedersen</P><P></P></I><P>Chapter 5 Board influence and interaction with the university management </P><I><P>Niels Ejersbo & Carsten Greve</P><P></P></I><P>Chapter 6 Department chairs -- modern managers or old administrators?</P><P><I>Niels Ejersbo & Carsten Greve</P></I><B><P></P></B><P>Chapter 7 Autonomy and performance at universities </P><P><I>Niels Ejersbo, Signe Pihl-Thingvad and Maiken K. Westergaard</P></I><P></P><P>Chapter 8 Academics and performance systems -- how do faculty members react to management initiatives? </P><P><I>Poul Erik Mouritzen, and Niels Opstrup</P><P></P></I><P>Chapter 9 Modern management and working conditions in academia </P><P><I>Signe Pihl-Thingvad & Niels Opstrup</P></I><P></P><P>Chapter 10 Conclusion: Universities -- a modern organization or a collection of "tribes"? </P><P><I>Niels Ejersbo, Carsten Greve, and Signe Pihl-Thingvad</P><P></P><P>Index </P></I>
