This article presents a qualitative case study based on an analysis of the outcomes and meanings attributed by university academics to an institutional merger, from the perspective of organisational identity. The change process may have broadened the "us and them" gap that exists between those responsible for university leadership and…

Traces the lifecycle of the Primary Science Programme (PSP), 1983-99, a representative South African nongovernmental organization. Shows how the social and economic environment shaped PSP development and demise. Highlights tensions between quality versus quantity, subject versus holistic focus, and participatory versus authoritarian management…

This paper reviewed change strategies based on concepts of organizational learning adopted by four higher education institutions. The study sought to examine the complexities and challenges of applying change management principles and processes derived from corporate management cultures to the administration and governance of higher education. A…