CIPES Understanding change in higher education An archetypal approach CENTRO DE INVESTIGAÇÃO DE POLÍTICAS DE ENSINO SUPERIOR CENTRE FOR RESEARCH IN HIGHER EDUCATION POLICIES Understanding change in higher education An archetypal approach Sofia Bruckmannªb,  Teresa Carvalhoªb   aDepartment of Social, Political and Territorial Sciences, DCSPT, University of Aveiro bCenter for Research in Higher Education Policies, CIPES, Universities of Aveiro and Porto Abstract During the past three decades, higher education institutions (HEIs) have been changing, moving away from the traditional bureaucratic archetype towards a more managerialist one. Empirical research already demonstrated that organizations tend to be in a hybrid area of archetypal change. Considering the specific case of a government imposed reform in Portugal, and using a case study approach of six public universities, this study aims at exploring archetypal hybridism through the lens of the two main dimensions: systems and structures, and interpretive scheme. The theoretical background lies on academic literature on organizational change in higher education (HE) and specifically on archetype theory. The findings drawn from document analysis and interviews outline the main characteristics of the hybrid archetype that we chose to name efficient-collegiality. Context for reform Fig 1 / Context of the Portuguese higher education reform in 2007. Fig 2 / Archetype: dimensions and categories of analysis. Research purposes Existing literature on organizational change in HE already led us to expect to find a hybrid archetype, incorporating elements from the professional bureaucracy archetype (traditional governance model) and the managerialist archetype (towards which reforms on HEIs’ governance model tend to move to). However, we identified a gap concerning the characterization of this resulting hybrid archetype. Considering the context of the reform imposed on Portuguese HEIs, our main research aim was then to characterize the new archetype resulting from the reorganization public universities had to implement on their governing structures. Organizational archetype theory The concept of archetype is based on the need to understand organizational change and specifically organizational diversity through typologies. Applied to organizational studies, archetypal theory entails a classification of organizations according to identified types that each present a common and coherent set of organizational arrangements (Greenwood & Hinings, 1993). The notion of archetype further entails two concepts: that of structures and systems, and that of interpretive scheme. The analysis of organizational change through the archetype theory perspective involves considering both changes occurring at structures and systems level, and at interpretive scheme level, as they not only interact with each other, but one will influence the other into change. As Brock (2006, p. 160) puts it, ‘structure, systems and their underlying interpretive schemes stand in a reflexive relationship with each other’. Methodological approach This is a qualitative study focused on a sample of six public Portuguese universities, including institutions from the two different institutional models established by the RJIES: three foundation universities (Aveiro, Porto and ISCTE) and three public institute universities (Coimbra, Minho and Nova de Lisboa). The research focus is set on both the level of governance and management structures, and on the level of the interpretive scheme. We considered it, therefore, interesting to analyze both the governance structures in place and the perceptions of top and middle-level actors of the six public universities. Content analysis was done to the new university statutes and to interviews (26) carried out to actors with governance positions, according to the dimensions and categories set in fig. 2. Results Fig 4 / Archetype characterization. Conclusion The efficient-collegiality archetype gathers specific characteristics from both ‘old’ and ‘new’ archetype. From the ‘old’ professional bureaucracy archetype it keeps governing boards where academics have the majority of the seats and hold decision-making power; election is still a selection method in place; collegial governing boards are still to be found. From the ‘new’ managerial archetype, the efficient-collegiality shows reduced governing boards; mandatory presence of external stakeholders in decision-making boards; selection methods may include appointment; there is an empowerment of governance boards and single-person boards. Greenwood and Hinings’ (1993, 1996) archetypal theory, with its two dimensions, proved to be a useful framework not only to confirm the existent assumption of hybridism, but also and more importantly to assess and explore that hybrid archetype in the field of HE. References Greenwood, R., & Hinings, C. R. (1993). Understanding strategic change: the contribution of archetypes. Academy of Management Journal, 36(5), 1052-1081. Brock, D. (2006). The changing professional organization: A review of competing archetypes. International Journal of Management Reviews, 8(3), 157–174. Fig 3 / Main result: the efficient collegiality archetype and its characterization.