De Bruijn’s Effect in University Management

Abstract

De Bruijn’s effect describes how distortions are formed in the work of public institutions, if their management relies on a system for quantifying efficiency. The article details the demonstrations of this effect in the higher education system. It is shown how quantitative indicators in evaluating the work of universities can distort strategies of their natural development. The limitations are considered that must be considered when using performance evaluations as a tool for university management. It is concluded that the de Bruijn’s effect creates the conditions for the spread of simulative practices and false interactions in universities.