Management and Governance Change in a University Organisation – A Longitudinal Study of Changing Discourses in the Rector’s Speeches Referencing this paper: Management and Governance Change in a University Organisation – A Longitudinal “tudLJ of ChaŶgiŶg DisĐourses iŶ the ‘eĐtors “peeĐhes In: Proceedings of the 5th International Conference on Management, Leadership and Governance, ICMLG 2017, Wits Business School, University of Witwatersrand Johannesburg, South Africa, 16-17 March. Ndaba, Z. Mokoteli, T. (Eds.). Academic Conferences and Publishing International Limited (ACPI Ltd.). Reading, UK. pp.200-206. Sari-Johanna Karhapää, Taina Savolainen University of Eastern Finland, Joensuu, Finland sari.karhapaa@uef.fi taina.savolainen@uef.fi Abstract: This paper discusses and examines how management and governance change unfold in a university organisation. The logics of management are identified in this study through the certain types of managerial discourse. The management and governance change is explored empirically in a longitudinal case study data by applying a qualitative and process research approach. The paper also illustrates how organisational trust is developed by the management talk in changing university management. Due to university reform in Finland in 2010 the management in the university has undergone change towards managerialism with management emphasis. This means that there are fewer hierarchies in an organisation and the decisions are made by the managers at a department or faculty level. Since the major university reform, there are three power players, the rector, the board and the collegiate body in a university organisation. At a contemporary university the Rector plaLJs ŵore of the role of a seŶior ŵaŶager ;CEOͿ thaŶ a role of goǀerŶor applLJiŶg ďureauĐraĐLJ. The puďliĐ discourse concerning globalization and the effectiveness of Finnish universities accelerated during the beginning of the new millennium. There was a common public view in Finland that procedures were needed at universities for steering and reforming their management. The findings show that there are suspicions and fear in a university organisation that the university is transforming towards a business organisation. Keywords: management and governance change, discourse, organisational transformation, a longitudinal case study, qualitative methods, process view, trust 1. Introduction Management arises currently a lot of discussion and is highly emphasised in universities. The major university reform in 2010 in Finland extended the autonomy of Finnish universities making the topic more relevant than ever. Traditionally, most universities have been governed through a system where academic professionals have played a major role in the decision-making. Currently, however, a managerial perspective is needed more in university organisations because of increasing competition (Birnbaum 2004, 7). The changes in the environment reflect the university governance and management. The phenomenon is international and is seen among all in British universities already in the late 1990s. The tighter financial times in the 1980s forced for the more efficient university management. (Karhapää & Savolainen 2016, 9) In change processes, it is important that the manager of the organisation create the atmosphere of psychological safety for the members of the organisation to engage in the new situation. Communication is the key tool within any change process (Savolainen et al. 2014) and failure to communicate generally results in individuals feeling uncertain and anxious about their future (Parry 2011, 58). The aspect of trust in management is introduced in a changing university. During change processes trust in an organisation facilitates adaption process. Trust is defined here ďLJ ‘ousseau et al. ;ϭϵϵϴ, ϯϵ5Ϳ as a