Research and higher education are, to a greater extent, being governed and evaluated by other than fellow scholars. These changes are discussed in relation to Gilles Deleuze's notion of a transition from "societies of discipline" to what he called "societies of control". This involves a shift from pyramid-shaped organisations, built upon authority, to a set of lateral controls and hybrid power structures. This theory and its logic are compared with other theories that have been used to explain such changes in higher education: New Public Management, new modes of knowledge production, academic capitalism, trust and the role of higher education in social reproduction. The development of lateral controls is analysed in relation to the de-coupling of the state as the guarantor of academic quality, the changing status of the academic disciplines and scientific employees, managerialism, the new modularised study programmes and the changing position of external stakeholders. The article, drawing on empirical studies from higher education in Norway, suggests possible affects of the change to "societies of control" on research, teaching and learning in higher education. (Contains 7 notes.)