Skip to main content
Log in

The Impetus for Organisational Change: An Exploration

  • Published:
Tertiary Education and Management Aims and scope Submit manuscript

Abstract

This paper examines the factors thatcause universities to undertake academic change,specifically, changes to achieve more effectiveteaching and learning. Based on an analysis of30 reform-oriented US colleges and universities, itsuggests that universities respond to diverseenvironmental pressures, not solely to externalmandates. There is evidence, too, that internal forceswithin universities can be an impetus for change.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

REFERENCES

  • Birnbaum, R. (1989). How Colleges Work: The Cybernetics of Academic Organization and Leadership. San Francisco: Jossey-Bass.

    Google Scholar 

  • Bryson, J.M. & Crosby, B. C. (1992). Leadership for the Common Good: Tackling Public Problems in a Shared-Power World. San Francisco: Jossey-Bass.

    Google Scholar 

  • Cameron, K. (1984). Organizational Adaptation and Higher Education, Journal of Higher Education 55, 122–144.

    Google Scholar 

  • Darvas, P. (1997). Institutional Innovations in Higher Education in Central Europe: Agenda for Research and Cooperation, Tertiary Education and Management 3(2), 119–132.

    Google Scholar 

  • DiMaggio, P.J. & Powell, W.W. (eds.) (1991). The New Institutionalism in Organizational Analysis. Chicago: University of Chicago Press.

    Google Scholar 

  • El-Khawas, E. (1998). Strong State Action but Limited Results: Perspectives on University Resistance, European Journal of Education 33(3), 317–330.

    Google Scholar 

  • Gornitzka, A. & Maassen, P. (1998). Theoretical Framework, TSER/HEINE Project. Enschede, The Netherlands: CHEPS.

    Google Scholar 

  • Hines, E. (1988). Higher Education and State Government: Renewed Partnership, Cooperation or Competition? Washington, DC: George Washington University, ASHE-ERIC Education Reports.

    Google Scholar 

  • Kanter, S.L., Gamson, Z.F. & London, H.B. (1997). Revitalizing General Education in a Time of Scarcity: A Navigational Chart for Administrators and Faculty. Boston: Allyn & Bacon.

    Google Scholar 

  • Kerr, C. (1994). Higher Education Cannot Escape History: Issues for the Twenty-first Century. Albany, NY: SUNY Press.

    Google Scholar 

  • Larsen, I.M. & Gornitzka, A. (1995). New Management Systems in Norwegian Universities: The Interface between Reform and Institutional Understanding, European Journal of Education 30(3), 347–361.

    Google Scholar 

  • Marshall, C. & Rossman, G.B. (1999). Designing Qualitative Research (3rd edition). Thousand Oaks, CA: Sage Publications.

    Google Scholar 

  • Pfeffer, J. & Salancik, G. (1978). The External Control of Organizations: A Resource Dependence Perspective. New York: Harper and Row.

    Google Scholar 

  • Skilbeck, M. (1997). Higher Education in a Changing Environment: Regional, National and Trans-National Issues, Tertiary Education and Management 3(2), 101–112.

    Google Scholar 

  • Sporn, B. (1996). Managing University Culture: An Analysis of the Relationship between Institutional Culture and Management Approaches, Higher Education 32, 41–61.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Rights and permissions

Reprints and permissions

About this article

Cite this article

El-Khawas, E. The Impetus for Organisational Change: An Exploration. Tertiary Education and Management 6, 37–46 (2000). https://doi.org/10.1023/A:1009693522948

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1023/A:1009693522948

Keywords

Navigation