Tzu–An Chiang, a Ph.D. candidate with FSU’s Reubin O’D. Askew School of Public Administration and Policy recently co-authored a research paper titled “Governance reorganization and resilience: the case of Florida higher education systems” alongside Daniel Fay, Ph.D., in Public Management Review on October 4, 2025. Under the mentorship of Daniel Fay, Ph.D., they examined whether decision‑making authority should rest with universities or with state leaders. The following summary was written by Emily Harris (B.S. Psychology & Creative Writing ’28).
Tzu-An Chiang, a Ph.D. candidate with FSU’s Reubin O’D. Askew School of Public Administration and Policy recently collaborated with Daniel Fay, Ph.D., on a research article titled “Governance reorganization and resilience: the case of Florida higher education systems.” The study, published on October 4, 2025, in Public Management Review, examines whether decision-making authority should lie with universities or with state leaders.
In their research, Chiang and Dr. Fay examined Florida’s shift from centralized state authority over higher education to a hybrid governance structure that balanced power between the state and the schools, suggesting that this transition can affect institutional performance and resilience. The study found that while this change didn’t lead to immediate gains in research or finance, it created a more resilient system that protected universities during economic downturns.
“By examining Florida’s system, the study shows how the design of governance structures influences institutional performance and resilience. This insight helps policymakers in other states evaluate potential governance changes and understand the trade-offs involved in restructuring,” Chiang said.
In some states, the decision-making authority over higher education rests primarily with the government, while in others, the universities have greater autonomy over operations. These differences can influence how resources are allocated, policies are implemented, and key institutional decisions are made.
To conduct their analysis, the team followed the principal-agent theory, which examines how people in positions of authority make decisions and how those choices impact others. They then used the synthetic difference-in-differences (SDID) method to estimate the effect of Florida’s 2003 transition from a centralized governance model to a hybrid structure on universities’ research and financial performance.
“U.S. News and World report has ranked the State University System of Florida the #1 state system for 10-years in a row. Our analysis suggests that the innovative system reorganization in 2003 may contribute to the relatively strong and stable performance despite myriad challenges higher education has faced in recent decades.” Dr. Fay added.
Future studies should incorporate the roles of state legislatures and accrediting bodies to provide a more complete picture of governance dynamics in higher education,” Chiang said. “Second, future research should examine contexts beyond higher education to test whether hybrid governance structures produce the best outcomes.”
To read more about Tzu-An Chiang & Dr. Daniel Fay’s research, visit here.
To learn more about FSU’s Reubin O’D. Askew School of Public Administration and Policy visit askew.fsu.edu.