‘Pandemia’: a reckoning of UK universities’ corporate response to COVID-19 and its academic fallout

Abstract

Universities in the UK, and in other countries like Australia and the USA, have responded to the operational and financial challenges presented by the COVID-19 pandemic by prioritising institutional solvency and enforcing changes to the work practices and profiles of their staff. For academics, an adjustment to institutional life under COVID-19 has been dramatic and resulted in the overwhelming majority making a transition to prolonged remote-working. Many have endured significant work intensification; others have lost – or may soon lose – their jobs. The impact of the pandemic appears transformational and for the most part negative. This article reports the experiences of 1099 UK academics specific to the corporate response of institutional leadership to the COVID-19 crisis. We find articulated a story of universities in the grip of ‘pandemia’ and COVID-19 emboldening processes and protagonists of neoliberal governmentality and market reform that pay little heed to considerations of human health and well-being.

Keywords:

• COVID-19
• pandemia
• disaster capitalism
• remote working
• work intensification
• university leadership

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes

1 The authors acknowledge that many people in academic leadership are themselves current and former faculty members. Nevertheless, our respondents generally did not make this distinction, but instead spoke of ‘university leadership’ in the collective. Their usage is followed as it would be too difficult to distinguish non-academic leadership, such as human resources, from academic leadership, such as deans, since they often act as a team.