1. The co-option of the traditional university – what now? A narrative analysis of 20 years research and innovation policy. Dr Jeannie C. A. Holstein Assistant Professor, Strategic and Public Sector Management Nottingham University Business School 22 nd May 2015

2. Strategy as an intertextual narrative Gap in knowledge : how does strategy maintain thrust and direction as an intertextual accomplishment (Fenton and Langley, 2011; Seidl and Whittington, 2014) ? Higher Education- theoretically relevant setting Background – Is a significant form of organizational ordering, provides a ‘discourse of direction’ or ‘map’ (Barry and Elmes, 1997) – Is made in a complex process where emerging narrative is framed to enable cohesion (Fenton and Langley, 2011) – Not just called ‘strategy’ e.g. whatever ‘tells how the organisation and its members should be’ (Law, 1994) = strategy

3. Method – narrative analysis Data – 2 research intensive universities – Corporate documents (756 pages) – 42 interviews (throughout organisation and policy nexus) (48 hours transcribed, 778 pages of text) – Policy documents ‘research, science and innovation’ and ‘HE reform’ 1992-2012 (62 individual documents, approximately 7,750 pages) Frame – constitutive, manifest and ideological intertextuality (Riad et al., 2012)

4. The intertextual production of the university

5. Contribution Key findings – Prime example intertextuality – Extensive ‘reach’ of enterprise university – within the organization – ‘Co-opted’ narrative of traditional university, on-going – Enabled through emotion - fear and hope – Ideological framing that supports centralisation of meaning Theory – Strategy ‘endures’ because thrust & direction is maintained through framing that maintains wide availability and inculcates resonance and reduces conflict Future?

6. What now?

7. Thank you Questions Dr Jeannie C. A. Holstein Assistant Professor, Strategic and Public Sector Management Nottingham University Business School 22 nd May 2015