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ERIC Number: ED420295
Record Type: Non-Journal
Publication Date: 1998-Apr-13
Pages: 18
Abstractor: N/A
Reference Count: N/A
Intervening for Transformation: An Organizational Learning Perspective.
Jeris, Laurel S.
This paper reviewed change strategies based on concepts of organizational learning adopted by four higher education institutions. The study sought to examine the complexities and challenges of applying change management principles and processes derived from corporate management cultures to the administration and governance of higher education. A literature review revealed four institutions which had undergone transformation or reinvention. Based on this information, four case studies were developed that compared institutional change strategies to criteria that assessed strategic change from an organizational learning perspective. Follow-up interviews with senior members of the institutions were conducted to validate the case study findings. The case study material suggested that the institutions examined were in alignment with strategic learning processes, but that higher education lags behind truly innovative organizations in terms of preparing for multiple futures. While interviewees suggested that terms such as "organizational learning" tended to receive negative attributions within their institutions, they did find that describing elements of their institutional change processes from an organizational perspective was helpful in evaluating the processes. (Contains approximately 55 references.) (MAB)
Publication Type: Reports - Research
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A