Competing hybrid values in the boards of Universities of Applied Sciences

What is it about?

This book chapter on hybrid values in Finnish Universities of Applied Sciences (UAS) board governance, published as part of the edited volume Hybridity Through Transitions: Crisis and Resilience in Nordic Universities. In the chapter we explore how governance in UAS is shaped by multiple, partly competing values. Drawing on board members’ perspectives, we examine how public, market, academic, and social values coexist — and sometimes clash — across different levels of governance. Our findings highlight that: UAS occupy a distinctive intermediary position between the state, the market, and local communities Market values have become dominant in UAS boards, yet collegial and academic elements persist Boards do not prioritize a single value logic; instead, they simultaneously balance public responsibility, market-oriented steering, academic considerations, and local social roles.

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Why is it important?

For university boards and higher education leaders, the chapter offers practical lessons on navigating hybrid governance environments where clear-cut solutions are rare. Strategically, it shows that hybridity is not just a problem to be managed, but also a resource that shapes decision-making, accountability, and long-term sustainability. More broadly, the findings speak to ongoing debates on Nordic higher education governance and the evolving role of professionally governed institutions.