Knowledge management, learning, social attitudes and organisational change in a Brazilian public organisation

Coelho, Francisco Antônio; Lower, Luciana; Faiad, Cristiane; Rêgo, Mariana Carolina Barbosa; Armond, Ladilucy Pereira; Silva, Alan Rodrigues da

doi:10.1504/ijil.2018.092923

Cited by 2 publications

(2 citation statements)

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“…3 We expected that the change process would be more likely to succeed if the change agents created a prominent level of change readiness among the members of the university (Exp3). The role of the change agents was not only to plan and implement change, but to create conditions, including organisational structure, climate and workforce able to identify the need for change and ready to implement it (Burnes, 2009;Junior et al, 2018).…”

Section: Methodsmentioning

confidence: 99%

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

Mihaljević

2020

IJMIE

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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.

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Section: Methodsmentioning

confidence: 99%