The article examines how higher education institutions respond to ambiguous governance instruments. A key focus is how ambiguity is tackled in the interpretation and implementation processes. Building on theoretical perspectives from institutional analysis of organisations, an empirical point of departure is the analysis of ten higher education institutions in Norway and their response on the introduction of development agreements. The findings point out two important dimensions in analysing implementation processes: focusing on the change dynamics and the degree of internal integration. In combination, these point towards distinct patterns in organisational responses to ambiguous policy instruments.

本文探讨了高等教育机构如何应对模糊的治理工具。一个关键焦点是如何解决解释和实施过程中的歧义。基于组织机构分析的理论视角，实证出发点是对挪威十所高等教育机构及其对引入发展协议的反应的分析。研究结果指出了分析实施过程的两个重要维度：关注变革动态和内部整合程度。综合起来，这些都表明了组织对模棱两可的政策工具做出反应的不同模式。