The Underlying Values in the Strategic Discourse of Universities' Top Management: The Portuguese Case

In the competitive landscape of higher education, framed by the construction and consolidation of the knowledge society, universities stand as bulwarks of humanistic values, embodying ideals such as academic freedom, equality, critical thinking and the pursuit of knowledge for the betterment of the individual and society. However, amidst the evolving demands of the knowledge society and the growing emphasis on managerialism, the translation of these values from theory to practice poses significant challenges to universities, evidencing paradoxes and even, at times, contradictions. Since the 2000s, the Bologna process has initiated important reforms into European higher education systems and beyond, acting as a driving force for HEIs adopting distinct values. Humanistic in origin and inspiration, the Bologna process adopted very different implementation modes and policy initiatives. Under the grounds to make European higher education more attractive and competitive worldwide, Bologna was coupled with the transition to other reforms, generally tangled with a NPM focus and approach by governments and universities, increasingly framed by market values to the extent that their orientation towards human values has become unclear. Conflicting with human values, universities now embrace the widespread view of students as clients, where they ought to be 'served' and 'satisfied.' This view is not only propagated by managerialism, but also reinforces the relevance of market values in oganisational decision-making. Bearing in mind Burton Clark’s (1983) contribution on the pursuit of knowledge for its intrinsic value versus profitability, this study aims at exploring the complex tapestry of values that define the university ethos. Methodologically, we delve into a comprehensive literature review aimed at mapping and identifying the humanistic values inherent in universities and the pivotal role they play in shaping the educational landscape. Additionally, we have performed content analysis of six Portuguese universities’ strategic plans mapping how top management communicates values and identifying the nature of the values most emphasised. We also scrutinise the extent to which academic institutions integrate humanistic values into their overarching goals and how these values seem to manifest in their missions and in the construction of their public image. critical aspect of our research involves an exploration of the intersection between humanistic values and managerialism, and the extent to which they feed discourses that portray universities before different audiences and/or institutional leaders believe to be more appealing to both within and outside parties. We dissect the intricate balance universities must strike between fostering academic integrity and meeting the demands of efficiency, accountability and financial constraints. By examining mechanisms such as strategic planning in six different Portuguese public universities, located in different regions of the country, we illuminate the complex interplay between types of values in academia, while analysing the multifaceted nature of humanistic values in contemporary universities, offering insights into how they are upheld, challenged, and reconciled within the ever-evolving landscape of higher education. Ultimately, we explore how and if humanistic values have become institutionalised in universities.