{"_buckets": {"deposit": "01ab94a2-93ef-46f7-9a6b-50dcaf97422a"}, "_deposit": {"id": "21796", "owners": [], "pid": {"revision_id": 0, "type": "depid", "value": "21796"}, "status": "published"}, "_oai": {"id": "oai:nagoya.repo.nii.ac.jp:00021796"}, "item_9_alternative_title_19": {"attribute_name": "\u305d\u306e\u4ed6\u306e\u8a00\u8a9e\u306e\u30bf\u30a4\u30c8\u30eb", "attribute_value_mlt": [{"subitem_alternative_title": "The Duality of \u201cthe Strengthened Steering Core\u201d in the American University"}]}, "item_9_biblio_info_6": {"attribute_name": "\u66f8\u8a8c\u60c5\u5831", "attribute_value_mlt": [{"bibliographicIssueDates": {"bibliographicIssueDate": "2016-03", "bibliographicIssueDateType": "Issued"}, "bibliographicPageEnd": "85", "bibliographicPageStart": "69", "bibliographicVolumeNumber": "16", "bibliographic_titles": [{"bibliographic_title": "\u540d\u53e4\u5c4b\u9ad8\u7b49\u6559\u80b2\u7814\u7a76"}]}]}, "item_9_description_4": {"attribute_name": "\u6284\u9332", "attribute_value_mlt": [{"subitem_description": "\u672c\u7a3f\u306b\u304a\u3044\u3066\u306f\u3001\u307e\u305a\u3001\u5148\u884c\u7814\u7a76\u306b\u3088\u3063\u3066\u3001\u30a2\u30e1\u30ea\u30ab\u306e\u7814\u7a76\u5927\u5b66\u306b\u304a\u3044\u3066\u306f\u3001\u3059\u3067\u306b\u5927\u5b66\u904b\u55b6\u96c6\u56e3\u304c\u78ba\u7acb\u3055\u308c\u3066\u3044\u308b\u3053\u3068\u3092\u78ba\u8a8d\u3057\u305f\u3002\u5927\u5b66\u904b\u55b6\u96c6\u56e3\u306e\u7279\u5fb4\u306f\u3001\u6a29\u9650\u306b\u6075\u307e\u308c\u3001\u5c02\u9580\u6027\u304c\u9ad8\u304f\u3001\u5f79\u8077\u8005\u3068\u3057\u3066\u306e\u7d4c\u6b74\u304c\u9577\u3044\u3053\u3068\u3001\u305d\u3057\u3066\u3001\u5927\u5b66\u9593\u306e\u6d41\u52d5\u6027\u304c\u9ad8\u3044\u3053\u3068\u3067\u3042\u308b\u3002\u307e\u305f\u3001\u30a2\u30e1\u30ea\u30ab\u3067\u306f\u3001\u5927\u5b66\u904b\u55b6\u96c6\u56e3\u3068\u6559\u80b2\u7814\u7a76\u96c6\u56e3\u306e\u6a29\u9650\u304c\u660e\u78ba\u306b\u533a\u5225\u3055\u308c\uff08\u5206\u96e2\u7ba1\u7406\uff09\u3001\u6559\u54e1\u306e\u5927\u5b66\u904b\u55b6\u3078\u306e\u53c2\u753b\u306f\u3001\u8a55\u8b70\u4f1a\u306b\u3088\u3063\u3066\u78ba\u4fdd\u3055\u308c\u3066\u3044\u308b\uff08\u5171\u540c\u7d71\u6cbb\uff09\u3002\u305d\u306e\u4e0a\u3067\u3001\u5168\u7c73\u3067\u4e0a\u4f4d100 \u4f4d\u4ee5\u5185\u306b\u30e9\u30f3\u30af\u3055\u308c\u308b\u6771\u90e86 \u5927\u5b66\u306b\u304a\u3044\u3066\u300113 \u540d\u306e\u5f79\u8077\u8005\u306b\u5bfe\u3057\u3066\u30a4\u30f3\u30bf\u30d3\u30e5\u30fc\u8abf\u67fb\u3092\u884c\u3044\u3001\u7d71\u8a08\u8abf\u67fb\u3067\u306f\u8868\u308f\u3055\u308c\u3066\u3044\u306a\u3044\u70b9\u3092\u660e\u3089\u304b\u306b\u3057\u305f\u3002\u305d\u308c\u306f\u3001\u5927\u5b66\u904b\u55b6\u96c6\u56e3\u306f\u6a29\u9650\u3084\u30c8\u30c3\u30d7\u30fb\u30c0\u30a6\u30f3\u3092\u53ef\u80fd\u306b\u3059\u308b\u5236\u5ea6\u306b\u6075\u307e\u308c\u306a\u304c\u3089\u3082\u3001\u305d\u308c\u3089\u306b\u4f9d\u5b58\u305b\u305a\u3001\u6559\u54e1\u9593\u306e\u5408\u610f\u5f62\u6210\u3092\u56f3\u3063\u3066\u3044\u308b\u3053\u3068\u3067\u3042\u308b\u3002\u3053\u308c\u306f\u3001\u6559\u80b2\u7814\u7a76\u3068\u7d4c\u55b6\u3068\u3044\u3046\u4e8c\u5143\u7684\u306a\u6a29\u5a01\u304c\u885d\u7a81\u3059\u308b\u5927\u5b66\u306b\u304a\u3044\u3066\u306f\u3001\u5236\u5ea6\u9762\u3067\u306e\u6574\u5099\u306f\u5fc5\u8981\u3067\u3042\u308b\u304c\u3001\u5b9f\u969b\u306e\u904b\u55b6\u306b\u304a\u3044\u3066\u3001\u6559\u80b2\u7814\u7a76\u96c6\u56e3\u306e\u7279\u6027\u3084\u81ea\u7531\u3092\u5c0a\u91cd\u3057\u3064\u3064\u3001\u6226\u7565\u3092\u9042\u884c\u3059\u308b\u305f\u3081\u306e\u30b9\u30ad\u30eb\u3084\u529b\u91cf\u304c\u6c42\u3081\u3089\u308c\u3066\u3044\u308b\u3053\u3068\u3092\u793a\u3057\u3066\u3044\u308b\u3002In this paper, the author first reviews an existing study of academic administrators in the United States and confirms that American universities have already established Burton Clark\u2019s concept of \u201cthe strengthened steering core\u201d with provosts and deans. According to several national surveys, they are given strong authority and support staff, and are distinguished from faculty members (separate jurisdiction). Thus the autonomy of faculty members is limited to academic issues inside their departments; they only participate in university management nominally through faculty senates (shared governance). To further study the roles of \u201cthe strengthened steering core,\u201d the author conducted semi-structured interviews with 13 academic administrators at six Eastern doctoral/research universities in 2011 and 2012. The interviewees included provosts, deans, department chairs, and faculty senate leaders. To follow are the findings of the interviews: (1) Top researchers sometimes choose administrative careers because of their sense of responsibility and affection toward their institutions. (2) In spite of their high level of authority, they respect faculty autonomy and collegiality as much as possible. (3) Their duality as administrators and faculty members mitigates the conflict between management and academic values. 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