Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations: ASHE-ERIC Higher Education Report, Volume 28, Number 4A critical synthesis of research literature on the process of organizational change at the institutional level is needed because higher education is being asked to respond to an ever-changing environment. This book focuses on providing key insights into the change process by presenting a common language for organizational change, describing the multidisciplinary research base on change, and highlighting the distinct characteristics of higher education institutions and how such characteristics might influence the change process. The book also reviews models and concepts of organizational change derived within higher education, comparing and contrasting different approaches. It also provides principles for change based on a synthesis of the research within higher education. Six typologies of the change process are presented. Name and subject indexes are included. (Contains 280 references.) (SLD). |
Contents
Providing a Common Language for Understanding | 11 |
Summary | 23 |
Life Cycle | 36 |
Cultural | 49 |
Interdependent Organizations | 62 |
Goal Ambiguity | 75 |
Through the Typology of Six Models | 79 |
Teleological | 86 |
Life Cycle | 92 |
Social Cognition | 99 |
Cultural | 105 |
Summary | 111 |
Focus on Adaptability | 117 |
Know That Strategies for Change Vary by Change Initiative | 122 |
Name Index | 149 |
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Common terms and phrases
academic adaptation administrative ambiguity approach to change assumptions Baldridge Bergquist Birnbaum Bolman and Deal campus change agents change in higher change models change occurs change process Clark cognition community colleges concepts creating change cultural models dialectical emphasis environmental evolutionary models examine example external environment facilitating change faculty focus focuses forces Gioia and Thomas goals Gumport higher education institutions homeostasis ical identity important individuals innovation institutional change Jossey-Bass Kezar and Eckel leaders leadership learning organization Levy and Merry life-cycle models loosely coupled system mental models metaphors mission models of change monograph Needham Heights orga organizational change Organizational culture organizational development perspective planned change political models punctuated equilibrium rational response role San Francisco scientific management second-order change sensemaking shared governance social social-cognition models Sporn strategies structures suggest T. H. White teleological models tend tion total quality management tradition values Weick