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Strategic change in the academy: controlling and/or enabling strategies

journal contribution
posted on 2023-05-19, 00:17 authored by Pisapia, J, Anthony TownsendAnthony Townsend, Razzaq, J
This study describes the strategic change efforts of a university in the United Kingdom which changed its form and resource deployments to focus on the production of interdisciplinary research. A problem-oriented case study method was used to chronicle and analyse the leadership strategies and tactics employed and their consequences. We found that the reliance on a vertical leadership (controlling) strategy led to external legitimization but not internal legitimacy. We also found instances these strategies created unintended consequences which inhibited the strategic change initiative. In particular, horizontal leadership (enabling) strategies that spoke to the academic heartland were muted. We concluded that in universities undertaking major strategic change efforts controlling influence actions may be necessary but they are insufficient to levers of strategic change. The study is particularly important because it contributes to an understanding of strategic change in universities at a time when most such efforts fail to meet their objectives and there is a limited empirical literature to draw upon.

History

Publication title

Journal of Change Management

Volume

17

Issue

4

Pagination

321-343

ISSN

1469-7017

Department/School

Faculty of Education

Publisher

Routledge

Place of publication

United Kingdom

Rights statement

Copyright 2016 Informa UK Limited, trading as Taylor & Francis Group

Repository Status

  • Restricted

Socio-economic Objectives

Other education and training not elsewhere classified

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