{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,25]],"date-time":"2026-04-25T16:45:13Z","timestamp":1777135513003,"version":"3.51.4"},"reference-count":37,"publisher":"Emerald","issue":"3","license":[{"start":{"date-parts":[[2019,7,1]],"date-time":"2019-07-01T00:00:00Z","timestamp":1561939200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emeraldinsight.com\/page\/tdm"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["QAE"],"published-print":{"date-parts":[[2019,7,1]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>The purpose of this paper is to study the evaluation and control processes in the governance systems of higher education institutions (HEIs).<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>This study compares the performance and control processes of strategic management in four HEIs in two European countries with binary systems \u2013 Portugal and The Netherlands. Using a case study approach, the authors find that HEIs with different missions and contexts have performance and control systems that are generally indistinguishable.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The controlling strategies in the public HEIs have taken on isomorphic characteristics based on processes that enhance competition, decentralize functions and solidify performance management.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>In this paper, the authors \u201cunpackage\u201d strategic management to focus on the forms of control associated with performance evaluation. Performance evaluation is central to the management process and increasingly assuming an integral part of the institution\u2019s identity and culture.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/qae-02-2019-0019","type":"journal-article","created":{"date-parts":[[2019,6,18]],"date-time":"2019-06-18T09:18:57Z","timestamp":1560849537000},"page":"269-284","source":"Crossref","is-referenced-by-count":9,"title":["Evaluation and control process in higher education institutions: a comparative analysis"],"prefix":"10.1108","volume":"27","author":[{"given":"Joaquim","family":"Mourato","sequence":"first","affiliation":[]},{"given":"Maria Teresa","family":"Patr\u00edcio","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"issue":"1","key":"key2019071110535707400_ref001","doi-asserted-by":"crossref","first-page":"5","DOI":"10.1057\/hep.2012.29","article-title":"Higher education reform in Portugal: a historical and comparative perspective of the new legal regime for public univerisities","volume":"26","year":"2013","journal-title":"Higher Education Policy"},{"issue":"4","key":"key2019071110535707400_ref002","doi-asserted-by":"crossref","first-page":"408","DOI":"10.1108\/09684881211264028","article-title":"Investigating relationships among quality dimensions in higher education","volume":"20","year":"2012","journal-title":"Quality Assurance in Education"},{"issue":"4","key":"key2019071110535707400_ref003","doi-asserted-by":"crossref","first-page":"1883","DOI":"10.1007\/s11135-011-9632-9","article-title":"A model for total quality management in higher education","volume":"47","year":"2013","journal-title":"Quality and Quantity"},{"issue":"3","key":"key2019071110535707400_ref004","first-page":"299","article-title":"Justifying the evaluative state: new public management ideals in higher education","volume":"33","year":"1998","journal-title":"European Journal of Education"},{"key":"key2019071110535707400_ref005","volume-title":"Managing Performance: International Comparisons","year":"2008"},{"issue":"7","key":"key2019071110535707400_ref006","doi-asserted-by":"crossref","first-page":"939","DOI":"10.1177\/0095399714548268","article-title":"They are all organisations: the cultural roots of blurring between the nonprofit, business, and the government sectors","volume":"49","year":"2017","journal-title":"Administration and Society"},{"issue":"3","key":"key2019071110535707400_ref007","doi-asserted-by":"crossref","first-page":"193","DOI":"10.1080\/13583883.2014.911950","article-title":"The reform process of portuguese higher education institutions: from collegial to managerial governance","volume":"20","year":"2014","journal-title":"Tertiary Education and Management"},{"issue":"1","key":"key2019071110535707400_ref008","doi-asserted-by":"crossref","first-page":"70","DOI":"10.1108\/QAE-04-2018-0053","article-title":"CSR and legitimacy in higher education accreditation programs, an isomorphic approach of lebanese business schools","volume":"27","year":"2019","journal-title":"Quality Assurance in Education"},{"key":"key2019071110535707400_ref009","article-title":"Higher education systems and institutions, The Netherlands","volume-title":"Encyclopedia of International Higher Education Systems and Institutions","year":"2017"},{"key":"key2019071110535707400_ref010","article-title":"The new public management in dutch universities","volume-title":"Towards a Model of Governance for Universities? 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