法人制モデルの長期化に対する国立大学教員の反応 : 離脱型と忠誠型の行方

The purpose of this paper is firstly to examine the reason why “small government” can exert greater oversight over universities, and secondly to consider organizational culture under the prolonged corporate model of university governance.
Regarding the financial autonomy of national universities, the government has never acknowledged their financial independence, whether before and after the war. The National University Corporation Law, which made the standard of the installer-paying principle ambiguous, allowed a fixed rate 1% reduction in operating expenses grants. NUCs were therefore forced to become autonomous management bodies by acquiring external funds and saving money. The corporate model thus presents a paradox of why “small governments” have greater oversight. Incorporation is not a simple matter of handing over government powers to universities. Incorporation is a method by which ownership and management of property are separated, a national university becomes regarded as a third party government, but the government continues to control the national universities by maximizing the authority of property ownership.
Of course, as long as national universities provide public goods, adopting internal governance measures such as a colleague system, bureaucratic system, or corporate system poses no problem for external stakeholders. However, this is not a favorable situation for members within the organization.
As the third stage cycle of incorporation is about to end, this study uses latent class analysis to reveal that the organizational culture of national universities has changed in recent years. The analysis reveals that ‘general type’ researchers occupy only 40% of the latent class as they did 10 years ago. However, signs of change include an increase in the latent class of young fixed-term teachers with a term of leaving the organization (withdrawal type), and the ‘loyalty type’ with a high sense of belonging in both their specialized field and their institution after passing the age of 50s. This paper concludes that both loyalty types and withdrawal types appear to be reactions against the prolonged corporation model.