Abstract
The aim of this study is to determine the main reasons for institutionalism and change process in educational organizations by benefiting from the literature through a case study. In this scope, the language school of a private university that is currently undergoing an institutionalization process has been examined as a case study. In the case study, face-to-face interviews with three-level management and instructors have been conducted to get primary data. As a result of the study, external factors such as the increase in student enrollment within the university and the demand of the language skills increasing in the world have pushed the university to undergo this process. On the other hand, the high standards of the university to operate in international platforms have resulted in structural, academic, and administrative changes in the language school. During the process, it is seen that the only resistance exists in midlevel management; however, not against the system, but against the management style. This study is significant as being the pioneer analysis in educational organizations. It contributes to the literature as it is valuable as benchmark for other educational organizations, which plan to institutionalize. The study can be improved with further researches after the process in the language school is finalized.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Abatecola, G., Breslin, D., & Kask, J. (2020). Do organizations really co-evolve? Problematizing co-evolutionary change in management and organization studies. Technological Forecasting and Social Change, 155, 119964.
Andreasen, P. H., & Gammelgaard, B. (2018). Change within purchasing and supply management organisations – Assessing the claims from maturity models. Journal of Purchasing and Supply Management, 24(2), 151–163.
Bögel, P., Pereverza, K., Upham, P., & Kordas, O. (2019). Linking socio-technical transition studies and organisational change management: Steps towards an integrative, multi-scale heuristic. Journal of Cleaner Production, 232, 359–368.
Carrasco-Peralta, J. A., Herrera-Usagre, M., Reyes-Alcázar, V., & Torres-Olivera, A. (2019). Healthcare accreditation as trigger of organisational change: The view of professionals. Journal of Healthcare Quality Research, 34(2), 59–65.
Cui, Y., & Jiao, H. (2019). Organizational justice and management trustworthiness during organizational change: Interactions of benevolence, integrity, and managerial approaches. Information Processing & Management, 56(4), 1526–1542.
Deephouse, D. L., & Suchman, M. (2008). Legitimacy in organizational institutionalism. In The Sage handbook of organizational institutionalism (pp. 49–77). Los Angeles: Sage.
Ellis, R. A., & Goodyear, P. (2019). The education ecology of universities: Integrating learning, strategy and the academy. New York: Routledge.
Faulconbridge, J., & Muzio, D. (2008). Organizational professionalism in globalizing law firms. Work, Employment and Society, 22(1), 7–25.
Fulop, N., Protopsaltis, G., King, A., Allen, P., Hutchings, A., & Normand, C. (2005). Changing organisations: A study of the context and processes of mergers of health care providers in England. Social Science & Medicine, 60(1), 119–130.
Greening, D. W., & Gray, B. (1994). Testing a model of organizational response to social and political issues. Academy of Management Journal, 37(3), 467–498.
Kools, M., & George, B. (2020). Debate: The learning organization—A key construct linking strategic planning and strategic management. Public Money & Management, 40(4), 262–264.
Kotler, P., & Murphy, P. E. (1981). Strategic planning for higher education. The Journal of Higher Education, 52(5), 470–489.
Král, P., & Králová, V. (2016). Approaches to changing organizational structure: The effect of drivers and communication. Journal of Business Research, 69(11), 5169–5174.
Levy, M. (2019). How field-level institutions become a part of organizations: A study of enterprise architecture as a tool for institutional change. Information and Organization, 29(4), 100272.
Lunenburg, F., & Ornstein, A. (1996). Education administration: Concept and practice. Belmont, CA: Wadsworth.
Malcolm, D., & Scott, A. (2011). Professional relations in sport healthcare: Workplace responses to organisational change. Social Science & Medicine, 72(4), 513–520.
Milton, J., Chaboyer, W., Åberg, N. D., Andersson, A. E., & Oxelmark, L. (2020). Safety attitudes and working climate after organizational change in a major emergency department in Sweden. International Emergency Nursing, 53, 100830.
Nguyen, B., Melewar, T. C., & Hemsley-Brown, J. (Eds.). (2019). Strategic brand management in higher education. New York: Routledge.
Orji, I. J. (2019). Examining barriers to organizational change for sustainability and drivers of sustainable performance in the metal manufacturing industry. Resources, Conservation and Recycling, 140, 102–114.
Packard, T. (2017). Tactics for successful organizational change in a youth and family services agency. Children and Youth Services Review, 81, 129–138.
Powell, W. W., & DiMaggio, P. J. (Eds.). (2012). The new institutionalism in organizational analysis. Chicago, IL: University of Chicago Press.
Romanelli, E. (1992). The new institutionalism in organizational analysis.
Rowley, D. J. (1997). Strategic change in colleges and universities: Planning to survive and prosper (Jossey-Bass higher and adult education series) (Vol. 350, p. 94104). San Francisco, CA: Jossey-Bass Inc..
Schmidt, V. A. (2014). Institutionalism. The Encyclopedia of Political Thought, 1836–1839.
Selznick, P. (1949). TVA and the grass roots. Berkeley and Los Angeles: University of California Press.
Sitch, G. (2005). Professionalism and autonomy: Unbalanced agents of change in the Ontario education system. Education Law Journal, 15(2), 139.
Tsiakkiros, A., & Pashiardis, P. (2002). Strategic planning and education: The case of Cyprus. International Journal of Educational Management, 16, 6–17.
Vosniadou, S. (2007). Conceptual change and education. Human Development, 50(1), 47–54.
Whitebird, R. R., Solberg, L. I., Bergdall, A. R., López-Solano, N., & Smith-Bindman, R. (2020). Barriers to CT dose optimization: The challenge of organizational change. Academic Radiology, 28(3), 387–392.
Yanez, S., Uruburu, A., Moreno, A., & Lumbreras, J. (2019). The sustainability report as an essential tool for the holistic and strategic vision of higher education institutions. Journal of Cleaner Production, 207, 57–66.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Çetiner Öztürk, I.T., Mızrak, F. (2021). Leading Determiners of Institutionalization in Globalization Era and Strategic Change Management in Educational Organizations. In: Dincer, H., Yüksel, S. (eds) Management Strategies to Survive in a Competitive Environment. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-72288-3_18
Download citation
DOI: https://doi.org/10.1007/978-3-030-72288-3_18
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-72287-6
Online ISBN: 978-3-030-72288-3
eBook Packages: Business and ManagementBusiness and Management (R0)