Session Information
22 SES 06C, Changes and Reforms in Higher Education (Part 2)
Paper Session
Contribution
Method
Expected Outcomes
References
Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315. Beer, M., & Nohria, N. (2000). Resolving the tension between theories E and O of change. In M. Beer and N. Nohria (Eds.), Breaking the code of change (pp. 1-35). Boston MA: Harvard Business School Press. Brown, J. S., & Duguid, P. (1991). Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40-57. Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1-34. Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 532-545. Clegg, C., & Walsh, S. (2004). Change management: Time for a change! European Journal of Work and Organizational Psychology, 13(2), 217-239. Curri, G. (2002). Reality versus perception: Restructuring tertiary education and institutional organizational change-a case study. Higher Education, 44, 133-151. Feldman, M. (2000). Organizational routines as a source of continuous change. Organization Science, 11(6), 611-629. Gumport, P. J. (2000). Academic restructuring: Organizational change and institutional imperatives. Higher Education, 39, 67-91. Kerr, C. (1987). A critical age in the university world: Accumulated heritage versus modern imperatives. European Journal of Education, 22(2), 183-193. Kezar, A. (2005). Consequences of radical change in governance: A grounded theory approach. Journal of Higher Education, 76(6), 634-668. Kim, T., Shin, D., Oh, H., and Jeong, C. (2007). Inside the iron cage: organizational political dynamics and institutional changes in presidential selection systems in Korean universities, 1985-2002. Administrative Science Quarterly, 52(2), 286-323. Kwiek, M. (2001). Social and cultural dimensions of the transformation of higher education in Central and Eastern Europe. Higher Education in Europe, 26(3), 399-410. Levin, J. S. (2003). Organizational paradigm shift and the university colleges of British Columbia. Higher Education, 46, 447-467. March, J. G. (1981). Footnotes to organizational change. Administrative Science Quarterly, 26(4), 563-577. Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis. Thousand Oaks CA: Sage. Morey, A. I. (2004). Globalization and the emergence of for-profit higher education. Higher Education, 48(131-150). Orlikowski, W. J. (1996). Improvising organizational transformation over time: A situated change perspective. Information Systems Research, 7(1), 63-92. Orr, J. (1996). Talking about machines. Ithaca NY: Cornell University Press. Porras, J. I., & Roberston, P. J. (1992). Organizational development: Theory, practice, research. In M. D. Dunnette and L. M. Hough (Eds.), Handbook of industrial and organizational psychology (pp. 719-822). Palo Alto CA: Consulting Psychologists Press. Stensaker, B., & Norgård, J. D. (2001). Innovation and isomorphism: A case study of university identity struggle 1969-1999. Higher Education, 42, 473-492. Taylor, T., Gough, J., Bundrock, V., & Winter, R. (1998). A bleak outlook: Academic staff perceptions of changes in core activities in Australian higher education, 1991-96. Studies in Higher Education, 23(3), 255-268. Tsoukas, H., & Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13(5), 567-582. Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3), 510-540. Weick, K. E. (2000). Emergent change as a universal in organizations. In M. Beer and N. Nohria (Eds.), Breaking the code of change (pp. 223-241). Boston, MA: Harvard Business School Press. Vaira, M. (2004). Globalization and higher education organizational: A framework for analysis. Higher Education, 48, 483-510. Zajac, E. J., & Kraatz, M. S. (1993). A diametric forces model of strategic change: Assessing the antecedents and consequences of restructuring in the higher education industry. Strategic Management Journal, 14, 83-102.
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