Quality assurance processes in Finnish universities: direct and indirect outcomes and organisational conditions

Research output: Contribution to journalArticleScientificpeer-review

Abstract

In Finland, quality assurance related to the Bologna process has been adapted to existing systems of higher education at the national level and, a form of implementation is also recognised at the level of the higher education institution. In universities, varied outcomes of quality assurance are based on interaction of organizational structures, management styles and academic cultures.
Quality assurance generates direct impacts, which are intended reactions to the audit process and unintended outcomes: transparency, learning, enhanced status of work and social integration, as well as excess work-load and insignificant benefits at the grass-root level. Indirect impacts only emerge when intertwined with other processes, motives, actors, relations and pressures.
The structures and management of an organisation and culture and position of individual disciplines influence the outcomes of quality assurance. A flat organisational model promotes participation of personnel in the quality assurance work. In addition, the culture and position of a particular discipline affects implementation and outcomes of quality assurance.
Original languageEnglish
JournalQuality in Higher Education
Volume17
Issue number1
Pages (from-to)69-81
Number of pages12
ISSN1353-8322
DOIs
Publication statusPublished - Jan 2011
MoE publication typeA1 Journal article-refereed

Fields of Science

  • 520 Other social sciences

Cite this

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Quality assurance processes in Finnish universities : direct and indirect outcomes and organisational conditions. / Haapakorpi, Arja.

In: Quality in Higher Education, Vol. 17, No. 1, 01.2011, p. 69-81.

Research output: Contribution to journalArticleScientificpeer-review

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AB - In Finland, quality assurance related to the Bologna process has been adapted to existing systems of higher education at the national level and, a form of implementation is also recognised at the level of the higher education institution. In universities, varied outcomes of quality assurance are based on interaction of organizational structures, management styles and academic cultures. Quality assurance generates direct impacts, which are intended reactions to the audit process and unintended outcomes: transparency, learning, enhanced status of work and social integration, as well as excess work-load and insignificant benefits at the grass-root level. Indirect impacts only emerge when intertwined with other processes, motives, actors, relations and pressures. The structures and management of an organisation and culture and position of individual disciplines influence the outcomes of quality assurance. A flat organisational model promotes participation of personnel in the quality assurance work. In addition, the culture and position of a particular discipline affects implementation and outcomes of quality assurance.

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