BibTex RIS Cite

NOTE FOR EDITOR: Understanding Resistance To Change: A Challenge For Universities

Year 2013, Volume: 14 Issue: 2, 12 - 21, 01.06.2013

Abstract

Change is inevitable. Today more than ever the pace of change is accelerating. Where there is organizational change there will be resistance to this change. To deal with the resistance effectively university administrators must understand the nature and causes of resistance to change. Only by dealing effectively with resistance to change can organizational change be implemented successfully. This paper explores organizational change and the challenge it poses for universities. Because universities are slow to change due to maintaining a balance of tradition and change successful implementation of change will continue to be a challenge both now and in the future. The challenge of change is real but the task is not impossible. Historically, universities have met the challenges that faced them; they must be prepared to confront this challenge too.

References

  • Boyce, M. E. (2003). Organizational learning is essential to achieving and sustaining change in higher education. Innovative Higher Education, 28(2), 119-136.
  • Clarke, J. S., Ellett, C. D., Bateman, J. M., & Rugutt, J. K. (1996). Faculty receptivity/resistance to change, personal and organizational efficacy, decision deprivation and effectiveness in research 1 universities. Proceedings of the Association for the Study of Higher Education Meeting, 21.
  • Dearlove, J. (1997). The academic labour process: From collegiality and professionalism to managerialism and proletariansisation? Higher Education Review, 30(1), 56-75.
  • Devos, A. (2005). Mentoring and the new curriculum of academic work. Journal of
  • Organizational Transformation & Social Change, 4(3), 225-236. Folkers, D. A. (2005). Competing in the marketspace: Incorporating online education into higher education -- An organizational perspective. Information Resources
  • Management Journal, 18(1), 61-77. Grant, K. (2003). Making sense of educationchange at Thistle College: The existence of witchcraft, witches and shamans. International Journal of Educational Management, 17(2), 71-83.
  • Hartley, M. (2009). Leading grassroots change in the academy: Strategic and ideological adaptation in the civic engagement movement. Journal of Change Management, 9(3), 323-338.
  • Hughes, K. S. & Conner, D. (Eds.). (1989). Managing change in higher education.
  • Washington, DC: College and University Personnel Association. Kazlow, C. (1977). Faculty receptivity to organizational change: A test of two explanations of resistanceto innovation inhighereducation.Journal of Research &
  • Development inEducation, 10(2), 87-98. Kezar, A. (2005). Consequences of radical change in governance: A grounded theory approach. Journal of Higher Education, 76(6), 634-668.
  • Kezar, A. J. (2001). Understanding and facilitating organizational change in the 21st century, 28(4). New York, NY: John Wiley & Sons.
  • Keenan, K. M. & Marchel, M. A. (2007). Navigating change in higher education: The partnership experience of department faculty with an organization development consultant. Organization Development Journal, 25(1), 56-69.
  • Lane, I. F. (2007). Change in higher education: Understanding and responding to individual and organizational resistance. Journal of Veterinary Medical Education, 34(2), 85-92.
  • McBride, K. (2010). Leadership in higher education: Handling faculty resistance to technology through strategic planning [Electronic version]. Academic Leadership, 8(4),
  • Qian, Y. (2008). A communication model of employee cynicism toward organizational change. Corporate Communications,13(3), 319-322.
  • Riley, W. (1989). Understanding that resistance to change is inevitable [Monograph].
  • Managing change in higher education 5, 53-66. Weick, K. E. (1976). Educational organizations as loosely coupled systems.
  • Administrative Science Quarterly, 21(1), 1-19. Zell, D. (2003). Organizational changes as a process of death, dying and rebirth.
  • Journal of Applied Behavioral Science, 39(1) 73-96.

Gail D. CARUTH (Corresponding Author) Department of Educational Leadership Texas A&M University-Commerce Commerce, Texas USA

Year 2013, Volume: 14 Issue: 2, 12 - 21, 01.06.2013

Abstract

References

  • Boyce, M. E. (2003). Organizational learning is essential to achieving and sustaining change in higher education. Innovative Higher Education, 28(2), 119-136.
  • Clarke, J. S., Ellett, C. D., Bateman, J. M., & Rugutt, J. K. (1996). Faculty receptivity/resistance to change, personal and organizational efficacy, decision deprivation and effectiveness in research 1 universities. Proceedings of the Association for the Study of Higher Education Meeting, 21.
  • Dearlove, J. (1997). The academic labour process: From collegiality and professionalism to managerialism and proletariansisation? Higher Education Review, 30(1), 56-75.
  • Devos, A. (2005). Mentoring and the new curriculum of academic work. Journal of
  • Organizational Transformation & Social Change, 4(3), 225-236. Folkers, D. A. (2005). Competing in the marketspace: Incorporating online education into higher education -- An organizational perspective. Information Resources
  • Management Journal, 18(1), 61-77. Grant, K. (2003). Making sense of educationchange at Thistle College: The existence of witchcraft, witches and shamans. International Journal of Educational Management, 17(2), 71-83.
  • Hartley, M. (2009). Leading grassroots change in the academy: Strategic and ideological adaptation in the civic engagement movement. Journal of Change Management, 9(3), 323-338.
  • Hughes, K. S. & Conner, D. (Eds.). (1989). Managing change in higher education.
  • Washington, DC: College and University Personnel Association. Kazlow, C. (1977). Faculty receptivity to organizational change: A test of two explanations of resistanceto innovation inhighereducation.Journal of Research &
  • Development inEducation, 10(2), 87-98. Kezar, A. (2005). Consequences of radical change in governance: A grounded theory approach. Journal of Higher Education, 76(6), 634-668.
  • Kezar, A. J. (2001). Understanding and facilitating organizational change in the 21st century, 28(4). New York, NY: John Wiley & Sons.
  • Keenan, K. M. & Marchel, M. A. (2007). Navigating change in higher education: The partnership experience of department faculty with an organization development consultant. Organization Development Journal, 25(1), 56-69.
  • Lane, I. F. (2007). Change in higher education: Understanding and responding to individual and organizational resistance. Journal of Veterinary Medical Education, 34(2), 85-92.
  • McBride, K. (2010). Leadership in higher education: Handling faculty resistance to technology through strategic planning [Electronic version]. Academic Leadership, 8(4),
  • Qian, Y. (2008). A communication model of employee cynicism toward organizational change. Corporate Communications,13(3), 319-322.
  • Riley, W. (1989). Understanding that resistance to change is inevitable [Monograph].
  • Managing change in higher education 5, 53-66. Weick, K. E. (1976). Educational organizations as loosely coupled systems.
  • Administrative Science Quarterly, 21(1), 1-19. Zell, D. (2003). Organizational changes as a process of death, dying and rebirth.
  • Journal of Applied Behavioral Science, 39(1) 73-96.
There are 19 citations in total.

Details

Primary Language English
Journal Section Articles
Authors

Gail D. Caruth This is me

Donald L. Caruth This is me

Publication Date June 1, 2013
Submission Date February 27, 2015
Published in Issue Year 2013 Volume: 14 Issue: 2

Cite

APA Caruth, G. D., & Caruth, D. L. (2013). NOTE FOR EDITOR: Understanding Resistance To Change: A Challenge For Universities. Turkish Online Journal of Distance Education, 14(2), 12-21.