Introducing performance management in universities: the case of a university in Southern Italy

Nisio, Antonio; Losurdo, Stefania; Carolis, Rossella De

doi:10.1504/ijmie.2018.10009659

Cited by 2 publications

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Given the specificity of institutions of higher education with their complex decisionmaking structures, often unclear objectives and relative independency from the environment, the dominant concepts of change management used in hierarchical organisations, for example, in the private sector or military, are not very effective for universities (Buller, 2015;Nisio et al, 2018). In former organisations, the change process was simpler to conceive and implement, as their structure was more hierarchical.…”

Section: Introductionmentioning

confidence: 99%

Exploring change in higher education: a case of doctoral education reforms

Mihaljević

2020

IJMIE

View full text Add to dashboard Cite

This paper explores the process of modernisation of doctoral education and the change management approaches used in that process. The author argues that distinctive features of higher education institutions need change management approaches that are different from those used in more hierarchical organisations. A multiple case study was conducted on four public universities that went through the process of modernisation of doctoral education in four countries (Slovenia, Austria, Portugal and Montenegro). Sixteen top-level change agents were interviewed using an adapted Burke-Litwin causal model of organisational performance and change as a conceptual framework. The author presented a general framework for the conceptualisation of change management in doctoral education that considers the distributed organisation of higher education institutions and its effects on change management approaches. The research showed that the external environment, organisational culture and structure had a profound influence on the scope, goals, duration and the key features of change management methods used during the modernisation process.

show abstract

Section: Introductionmentioning

confidence: 99%