This is a draft chapter. The final version is available in: C, Sarrico, M. J. Rosa and T. Carvalho (Eds.): Research Handbook on Academic Careers and Managing Academics. Edward Elgar Publishing. https://doi.org/10.4337/9781839102639.00011. The material cannot be used for any other purpose without further permission of the publisher and is for private use only. 1 ACADEMIC POWER AND INSTITUTIONAL CONTROL OF ACADEMIA IN ARGENTINE PUBLIC UNIVERSITIES WITHIN THE CONTEXT OF A MANAGERIAL GOVERNANCE MODEL Mónica Marquina Interdisciplinary Nucleus of Training and Studies for Educational Development (NIFEDE), National Scientific and Technical Research Council (CONICET), Universidad Nacional de Tres de Febrero, Buenos Aires, Argentina Cristian Pérez Centeno Interdisciplinary Nucleus of Training and Studies for Educational Development (NIFEDE), Universidad Nacional de Tres de Febrero, Buenos Aires, Argentina Nicolás Reznik Doctoral Programme of Higher Education Policy and Management, Universidad Nacional de Tres de Febrero, Buenos Aires, Argentina Introduction The purpose of this chapter is to study academic institutional power in Argentina within a context of change in university governance, from a collegial to a managerial model. These transformations have been well studied in the higher education systems of developed countries, yet in Latin America these studies are still emergent. Higher education in Argentina has experienced deep transformations since the mid-1990s. In addition to institutional expansion and enrolment growth, further changes have taken place in relation to the state, with a public policy agenda based on the New Public Management paradigm. These changes slowly influenced the functioning of public institutions with a tendency towards a greater managerialisation of university tasks, including academic ones. New areas and roles were created in relation to workload management and as a response to state policies, encompassing the areas of teaching, research and social engagement. Furthermore, the traditional collegial governance model of decision-making, which for decades has characterized the Argentine university, seems to have begun veering towards a more vertical governance model.