This paper contends that one key reason for the lack of adoption of comprehensive change models based in higher education (HE) teaching and learning is that they lack a strong theoretical underpinning, thus potentially impeding their effectiveness in dealing with the complexities of human and organisational behaviour. Change theories that articulate the specific roles and influences of context, time and key actors in the change process are interrogated to highlight barriers to sustainable change in HE. A new theoretical framework for sustainable change is proposed that integrates these change theories in the context of HE professional disciplines. The findings provide several recommendations for university management in implementing change models including the provision of reciprocal feedback loops, enhanced learning for staff and students through scaffolding, developing workplace and professional networks, and implementing study and work unit flexibility.