ERIC Number: ED434646
Record Type: RIE
Publication Date: 1999-Apr
Balancing the Core Strategies of Institutional Transformation: Toward a "Mobile" Model of Change.
Kezar, Adrianna; Eckel, Peter
This study examined the micro-level contextual factors that impact the process of large-scale, transformational, intentional change at institutions of higher education. The study used an organizational culture framework to examine use of change strategies from the "general" literature on change, to identify micro-level issues and strategies that facilitate transformational change, and to investigate the importance of and relationships among these micro-level issues and strategies. Ethnographic longitudinal methodology was used to examine organizational change at six institutions. Data analysis identified five themes: (1) certain strategies or conditions are central (senior administrative support, collaborative leadership, robust action, staff development, and visible action); (2) core and secondary strategies and conditions are interrelated; (3) sense-making emerged as the main vehicle for accomplishing transformational change; (4) balance is an important principle for effecting transformational change; and (5) culture of the campus appears to influence the change process. These principles are illustrated in two case studies depicting change at a community college and at an urban, private research university. Recommendations are made concerning the importance of institutions conducting internal analysis and reflection, the need for institutions to exploit and build upon interconnections, and the need to recognize that transformational change is about organizational sense-making. (Contains 36 references.) (DB)
Publication Type: Reports - Research; Speeches/Meeting Papers
Education Level: N/A
Authoring Institution: N/A
Note: Paper presented at the Annual Meeting of the American Educational Research Association (Montreal, Quebec, Canada, April 19-23. 1999).