Assessing the organisational impact of external quality assurance: hypothesising key dimensions and mechanisms

Abstract

The aim of the article is to provide a framework in which the organisational impact of external quality assurance (EQA) can be assessed. Based on existing studies of the impact of EQA in universities and colleges it is suggested that greater systematisation of how impact is measured is needed for a better understanding of how EQA can be used as a policy instrument. The article identifies key dimensions with respect to the categorisation of organisational impact of EQA. It discussing the possible links between different types and forms of EQA and their relation to organisational change and development. It also provides some reflections on elements of hypothetical mechanisms for organisational impact of EQA.

Keywords:

• categorisation of organisational impact of external quality assurance
• hypothetical mechanisms for organisational impact of external quality assurance
• external quality assurance as policy instrument

Acknowledgement

The authors did part of the work on this paper in the context of a project on impact analysis of external quality assurance in higher education institutions, which is co-funded by the European Commission (grant number 539481-LLP-1-2013-1-DE-ERASMUS-EIGF). Bjorn Stensaker thanks the organisers of that project for inviting him to the European conference seminar ‘Impact Analysis of External Quality Assurance in Higher Education: Methodology and its relevance for higher education policy’ which was held on 19–20 May 2014, in Mannheim (Germany). This publication reflects the views only of the authors and the Commission cannot be held responsible for any use that may be made of the information contained therein.

Disclosure statement

No potential conflict of interest was reported by the authors.

Additional information

Funding

This work was supported by the European Commission [grant number 539481-LLP-1-2013-1-DE-ERASMUS-EIGF].