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ERIC Number: ED566554
Record Type: Non-Journal
Publication Date: 2015
Pages: 165
Abstractor: As Provided
Reference Count: N/A
ISBN: 978-1-3394-6628-6
ISSN: N/A
Faculty Perceptions of Change Readiness in Liberal Arts Colleges
Rupert, Lyle M.
ProQuest LLC, Ph.D. Dissertation, University of Central Arkansas
Due to the increasingly competitive environment in which liberal arts colleges operate and the constantly changing needs of students, colleges must continuously adapt and change in order to survive. Due to the high probability of failure when implementing change, it would serve an institution well to increase its readiness to change. This study assesses the ability of measurements of stakeholder salience and culture in the context of change to explain change readiness as perceived by faculty members of liberal arts institutions. Data from 312 respondents were analyzed. Existing instruments measuring change readiness (Bouckenooghe, Devos, & Van Den Broeck, 2009) and stakeholder salience (Agle, Mitchell, & Sonnenfeld, 1999) were adapted. A new valid and reliable quantitative instrument measuring culture in the context of change was developed in this study using the conceptual framework of Kezar and Eckel (2002a). Three factors were extracted using principle component analysis: Collaborative Leadership, Visible Benefits, and Administrative Confirmation. Multiple regression was used to determine which stakeholders and which factors of culture are statistically significant predictors of change readiness as perceived by liberal arts faculty. Four significant predictors emerged: Visible Benefits, Stakeholder Salience of Students, Stakeholder Salience of Faculty, and Administrative Confirmation. The former three predictors had positive associations with change readiness while the latter had a negative association. These results indicate leaders of liberal arts colleges should recognize and publicize the benefits of a planned change as well as meet the needs of students and faculty during the change. Also, merely indicating senior administration's commitment to seeing the change through and encouraging acceptance of the change may reduce change readiness. Perhaps ensuring support and needed resources will be available will mitigate that reduction. Increasing change readiness can increase the probability of success, thereby increasing the effectiveness of the use of resources. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]
ProQuest LLC. 789 East Eisenhower Parkway, P.O. Box 1346, Ann Arbor, MI 48106. Tel: 800-521-0600; Web site: http://www.proquest.com/en-US/products/dissertations/individuals.shtml
Publication Type: Dissertations/Theses - Doctoral Dissertations
Education Level: Higher Education; Postsecondary Education
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A