This literature review proposes a mechanism for assessing the extent to which the processes involved in developing blended learning courses are managed. A review of the literature on the development of blended learning courses reveals a wide disparity in how these processes are managed. Emerging from the review is a set of criteria that constitute a typology that can be used to compare approaches to managing the development of blended learning courses. The typology is then applied to 20 case studies/models of blended learning development taken from the literature review. Applying the typology, a clear distinction between how blended learning courses are managed emerges. This distinction is then examined using management theories of managerialism, collegiality and neo-collegiality to contextualise the distinction and the commonality in these managed processes.