Research Network on University Governance


The university in Ontario and Canada has undergone major reforms over the last decade, not unlike those implemented, often with fragile and hesitant success, in the public sector in Canada and elsewhere. Under the yoke of managerialism, which favors a functionalist, technicity and apolitical vision of complex organizations, the reforms of the contemporary university have important consequences, particularly on: (1) the emergence of professional managers in the central administration and faculties; (2) the prioritization of teaching and research activities; (3) the amount, nature and extent of the administrative tasks of the professors; (4) the essence and foundation of the teacher-student relationship; (5) labor relations, hiring processes and job insecurity; (5) centralized planning of research activities; (7) evaluation of programs and teachers; (8) the financial profitability of units and programs; and (9) competition between units and faculties.

In other terms, the university's own identity as a community and privileged meeting place for teaching and research, (inter) disciplinary and professional training, and civic and democratic education, is sometimes called into question in an implicit and unconfirmed way, sometimes explicit and aggressive, in favor of a generic and impersonal corporate identity. These issues are the focus of research in university governance, to better articulate, understand and explain the nature and magnitude of these changes, as well as their impact on contemporary university in Ontario, in Canada and elsewhere in the world.


Doctorate Program

Selected Publications and Activities
  1. Christian Rouillard (2016) “The Canadian federal government and normativity transformations: towards a reconfiguration of governmentality in Canada?”, Revue gouvernance, 13 (1), 71-99.
  2. Christian Rouillard et Isabelle Caron (2016) « Les nouvelles formes de domination dans la bureaucratie », in Yves Emery et David Giauque (under the direction of) L’acteur et la bureaucratie au 21ième siècle, Québec : PUL, 275-302.
  3. Dalie Giroux, Dimitrios Karmis et Christian Rouillard (2015) “Between the Managerial and the Democratic University: The Structure of Governance and the Principle of Academic Freedom as Sites of Political Struggle”, Studies in Social Justice, 9 (2), 142-158.
  4. Pierre-André Hudon et Christian Rouillard (2015) « Reframing and Recasting Democratic Governance: Building on the Tensions Between Modernist Idealism and Poststructuralist Scepticism”, Canadian Public Administration, 58 (4), 527-548.
  5. Christian Rouillard (2015) « L’université sous le joug des avocats-conseils, des comptables et autres affairistes : Regard sur l’Université d’Ottawa », Les Cahiers de l’idiotie, nº6.
  6. Christian Rouillard et Geneviève Nadeau (2013) “Recasting and reframing a polymorphous concept: a sober second look at multi-level governance”, in Ian Roberge & al. (under the direction of) Making Multi-level Public Management Work: stories of success and failure from Europe and North America, CRC Press – Taylor and Francis, New York (New York).
  7. David Arellano-Gault, David Demortain, Christian Rouillard & Jean-Claude-Thoenig (2013) “Bringing public organization and organizing back in”, Organization Studies, 34 (2), 145-167.
  8. Christian Rouillard & Nathalie Burlone (2008) « Vers un renouvellement de la pensée en administration publique ? La gestion horizontale dans le secteur public fédéral canadien », in Linda Cardinal et Dimitrios Karmis (under the direction of) Les politiques publiques au Canada: nouveaux enjeux, nouvelles approches, Québec, Collection gouvernance et gestion publique, Les Presses de l'Université Laval.
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