Reframing the university as an emergent organisation

Implications for Strategic Management and Leadership in Higher Education

Dados Bibliográficos

ID4545273
AutoresTom Doyle (Higher Education Research Centre, Dublin City University, Dublin, Ireland), Thomas K Doyle (0000-0003-1616-5590, Dublin City University), Malcolm Brady (0000-0002-4276-3976, DCU Business School, Dublin City University, Dublin 9, Ireland, autor correspondente)
Ano2018
Volume40
Fascículo4
Páginas305-320
Data de publicação2018-07-04
Peer ReviewedSim
Open AccessNão
TipoARTICLE
PeriódicoJournal of Higher Education Policy and Management (JOURNAL)
Identificadores do periódicoISSN: 1360-080X • E-ISSN: 1469-9508
EditoraInforma UK Limited (PUBLISHER • GB)
DOI10.1080/1360080x.2018.1478608
OpenAlexW2805204894
IdiomaEN
Citações recebidas13
Referências citadas57

For the most part, the organisational forms that are currently being adopted by higher education institutions are grounded in the traditional corporate models of organisation that take a rational approach to organisational change management. Underlying this account is an assumption of organisational autonomy and the capacity of designated leaders to direct such change processes. However, a case is now being made for the consideration of alternative organisational theories or models that offer a different perception on the sources and patterns of organisational change in higher education. These theories perceive organisations more as emergent entities in which change is continuous, often unpredictable and arising mainly from local interactions. The paper surveys the implications that acceptance of the alternative paradigm might have for strategising and change leadership in higher education institutions. It suggests that the accommodation of these alterative paradigms of institutional development in higher education may itself be an emergent process

Autonomy · Cognitive reframing · Higher education · Organizational change · Perception · Political science · Process (computing · Public relations · Sociology · Higher Education Governance and Development · Management and Organizational Studies · Organizational Learning and Leadership · Psychology · Social Psychology