niversity’s performance becomes increasingly scrutinized on the
basis of what its work is contributing to the stalling economy and challenges of
the labor market, on the inside it continues to be entrenched in defending
hierarchies. The uncertainty created by assessment-tied funding puts academics
on the defensive and wary of experimentation and resistance. Imperatives of
obsessive administrative reporting, performance metrics and short-term
competition for grant-based funding have, in Stefan Collini’s words, led to a ‘a
cumulative reduction in the autonomy, status and influence of academics’, where
‘[s]ystemic underfunding plus competition and punitive performancemanagement is seen as lean efficiency and proper accountability’ (Collini, 2017:
ch.2). Assessment-tied activities produce a false semblance of academic progress
by creating impact indicators that are frequently incidental to the research, while
at the same time demanding enormous amount of wasted effort that goes into
un