Examining the Institutional Transformation Process: The Importance of Sensemaking,Interrelated Strategies,and Balance |
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Authors: | Kezar Adrianna Eckel Peter |
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Institution: | (1) Department of Educational Policy and Planning, University of Maryland, 2200 Benjamin Bldg., College Park, MD, 20742-1165;(2) American Council of Education, USA |
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Abstract: | This study develops elements of a transformational change framework that is theoretically and empirically grounded and is context based through case studies of 6 institutions over a 4-year period. The 3 key findings include: (a) 5 core strategies for transformational change; (b) the characteristic that makes them the essential, sensemaking; and (c) the interrelationship among core and secondary strategies, the nonlinear process of change, and the need for balance among strategies. Two major conclusions are developed from the study findings: (a) the efficacy for researchers of combining multiple conceptual models for understanding change processes; and (b) the importance of social cognition models for future studies of transformational change based on the significance of sensemaking. |
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Keywords: | organizational change sensemaking transformation leadership |
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