Celia Whitchurch

Contemporary universities, serving mass higher education markets, find themselves delivering complex, broadly based projects such as student support and welfare, human resource development, and business enterprise. Established concepts of academic administration and devolved management have been overlaid by more fluid institutional structures and cultures, with a softening of internal and external boundaries (Whitchurch, 2004 Whitchurch, C. 2004. Administrative managers—A critical link.. Higher Education Quarterly, 58(4): 280–298. [Crossref] [Google Scholar] , 2005 Whitchurch, C. 2005. “Administrators or managers? The shifting roles and identities of professional administrators and managers in UK higher education.”. In From mass to universal higher education., Edited by: McNay, I (Ed.). pp. 119–208. Buckingham: SRHE/Open University Press. In [Google Scholar] ). These developments have caused major shifts in the identities of professional administrators and managers as they adopt more project‐oriented roles crossing functional and organisational boundaries. This paper considers the dynamics of these changes, in terms that move beyond conventional assumptions about administration and management. While identities have been defined traditionally via structured domains such as professional knowledges, institutional boundaries, and the policy requirements of the higher education sector, an emergent project domain has fostered the development of an increasingly multi‐professional grouping of staff, with implications for career futures.