Decentralization vs. Central Control: Balancing Autonomy and Compliance in China’s Higher Education Management

Abstract

This study quantitatively investigates the complex interplay between decentralization and central control in the management of China's higher education institutions, examining its implications for institutional autonomy and compliance. Drawing on a cross-sectional survey design, the research explores the perceived manifestations of decentralization in areas such as financial management, curriculum development, human resources, and research, alongside the perceived intensity of central control exerted by entities like the Ministry of Education, provincial authorities, and university Party committees. Hypothetical findings indicate a nuanced governance model where, despite moves towards devolution, pervasive central control, particularly in ideological and policy domains, significantly shapes institutional behavior. Correlation analyses would reveal an inverse relationship: higher perceived central control consistently corresponds with lower levels of perceived autonomy. The study posits that while some operational efficiency may be gained through partial decentralization, aspects like academic freedom and institutional innovation remain notably constrained. This "managed decentralization" ensures universities align with national development and political stability, highlighting a delicate balance between leveraging institutional dynamism and maintaining state and Party oversight.