Organisationen

Abstract

Lektorat: Cori Mackrodt VS Verlag für Sozialwissenschaften ist eine Marke von Springer Fachmedien. Springer Fachmedien ist Teil der Fachverlagsgruppe Springer Science+Business Media. www.vs-verlag.de Das Werk einschließlich aller seiner Teile ist urheberrechtlich geschützt. Jede Verwertung außerhalb der engen Grenzen des Urheberrechtsgesetzes ist ohne Zustimmung des Verlags unzulässig und strafbar. Das gilt insbeson dere für Vervielfältigungen, Übersetzungen, Mikroverfilmungen und die Einspeicherung und Verarbeitung in elektronischen Systemen.

Four recommendations to increase the level of pervasion of change projects in higher education institutions: a case report

“…Changes in the formal structure inevitably lead to reactions in the informal (Kühl, 2018b, pp. 49–56; Kühl, 2011, pp. 131–132).As a reaction to an increasing degree of formalisation, an increase in evasive movements, attempts at compensation and rule violations can be expected (Kühl, 2011, p. 131; Kühl, 2018b, pp.…”

“…Examples include the addition of informal purpose programmes to rigid conditional programmes aimed at routine work or the informal reduction of a multitude of hierarchical levels perceived as excessive by skipping certain superiors (Kühl, 2011, p. 133; Kühl, 2018a, pp. 47–48).Reduced formalisation also leads to evasive movements and attempts at compensation, which manifest themselves, for example, in the emergence of informal but reliable hierarchical levels and leadership roles, as well as in the emergence of new cooperative relationships and networks between employees that come close to those of a formal nature in terms of their stability and resilience (Kühl, 2011, pp. 132–134; Kühl, 2018a, pp.…”

“…As a reaction to an increasing degree of formalisation, an increase in evasive movements, attempts at compensation and rule violations can be expected (Kühl, 2011, p. 131; Kühl, 2018b, pp. 53–56).…”

“…53–56). Examples include the addition of informal purpose programmes to rigid conditional programmes aimed at routine work or the informal reduction of a multitude of hierarchical levels perceived as excessive by skipping certain superiors (Kühl, 2011, p. 133; Kühl, 2018a, pp. 47–48).…”

“…Reduced formalisation also leads to evasive movements and attempts at compensation, which manifest themselves, for example, in the emergence of informal but reliable hierarchical levels and leadership roles, as well as in the emergence of new cooperative relationships and networks between employees that come close to those of a formal nature in terms of their stability and resilience (Kühl, 2011, pp. 132–134; Kühl, 2018a, pp.…”