Higher education managers are under increasing pressure from governments to reduce costs by adopting more flexible staffing practices and tensions can arise as institutions seek to sustain motivation and morale across a diversifying workforce. This paper considers how institutional management and governance practices facilitate innovative developments whilst also providing a supportive and inclusive environment. It draws on interviews in seven institutions to describe three models that reflect integrated, private-sector and partnership approaches, exploring the implications of these for the psychological contract between institutions and their staff, including different interpretations of the employment package; the establishment of processes that are seen as equitable and transparent, although not necessary identical; and the adoption of a range of communication channels, both at the level of the individual and collectively.

This paper uses Universities and Colleges Admissions Service (UCAS) data on applications and entries to full-time undergraduate courses to examine the changing flows of students across the boundaries of the four countries of the United Kingdom (UK), over a period (1996–2010) that embraces parliamentary devolution. It asks whether the emergence of more distinct administrative systems of higher education, following devolution, is reflected in more distinct social systems as reflected in reduced cross-border flows of students. It reveals a declining tendency for UK applicants to apply to, and enter, higher education in another UK country. This trend is partly attributable to devolution and to consequent changes such as differential fees. However the detailed patterns vary widely across the countries of the UK, across categories of student and across types of institution and programme.

Joint work among academic staff is important for solving the ever-increasing number of complex tasks that are becoming part of everyday activities in higher education. At the same time, diversification and internationalisation may challenge collaboration processes and communication demands. Speaking a shared language consistently could be a way of overcoming problems. Hence, this study focuses on the effect of shared language among academic staff on the relation between academic staff involvement in work processes and openness to diversity. This study draws on data from 489 Danish academic staff members in science departments of three universities. Results show positive associations between academic staff involvement and all openness-to-diversity variables (openness to informational, linguistic, value and visible diversity). Shared language had a positive effect on openness to surface level types of diversity (linguistic and visible) but no effect on openness to deep-level types of diversity (informational and value).

Canada's province of Ontario introduced a new policy in 2000 allowing community colleges to offer a new type of undergraduate degree. This decision was a significant policy change for the government considering the nature of Ontario's binary system, where a rigid separation has historically prevailed between the university and college sectors. Drawing on multiple sources of data, this study indicates that the decision to create a new type of applied bachelor's degree generated a series of uncertainties and challenges for higher education institutions, students and government agencies. The paper highlights the need for policy makers to consider the socio-cultural aspects of higher education systems in policy design, particularly the role of legitimacy.

Franchising degrees to overseas providers, normally for-profit private companies, has become big business for English universities. The latest data from the Higher Education Statistics Agency reveal that there are now more international students registered for the awards of English higher education institutions that are studying wholly offshore than are on campus. There is an extensive economic literature exploring the role of franchising (or licensing) in the internationalisation of multinational companies. There are, however, few studies that have attempted to understand the reasons why so many English universities have moved beyond exporting (educating foreign students on campus) to franchising their degrees to overseas partners. This study uses an exploratory research methodology to get ‘inside the black box’. It investigates the motivations of decision-makers entering and maintaining franchising operations at four English universities, revealing that financial considerations are less dominant than widely believed within the sector and are overshadowed by other, non-commercial considerations.

Political pressure to reduce the number of higher education institutions in Wales has been sustained for over a decade by three successive ministers for education, two of whom, Jane Davidson and the current incumbent, Leighton Andrews, have left the Welsh sector in no doubt about the strength of their personal commitment to the policy of reconfiguration and collaboration. In this paper, an attempt is made to understand and explain how this policy was experienced by some of the people most closely affected by the recent merger between the Royal Welsh College of Music and Drama and the University of Glamorgan in South East Wales. Some of the lessons learned in this particular context are elucidated in the hope that they might be of assistance to both policy-makers and members of higher education institutions elsewhere that are contemplating merger.