Leading organizational change can be an enticing and exciting venture for library professionals. However, unforeseen difficulties can challenge even the most enthusiastic leader. This article explores one librarian's experience with organizational change and offers practical strategies for weathering obstacles to the success of new initiatives in…

Due to the "wicked problem" of the Academy's resistance to innovation, new teaching and learning programs struggle to become integrated into the fabric of the Academy, which slows the uptake of evidence-based practices. This wicked problem is rooted in the lack of slow, intentional mechanisms for cultural change in the Academy. In this…

Organisational change literature is littered with labels for those who instigate, support, resist, or implement change. Absent is research into the perspectives of those who are given these labels. This paper reports findings from a literature search, journal scan and a case study of an Australian university where change agents were labelled…

Implementation of change in an organisation through culture can elicit a wide array of reactions from organisational members, spanning from acceptance to resistance. Drawing on Hatch's cultural dynamics model and on Wegner's social theory of learning, this paper dwells on an underdeveloped area in the extant literature, namely understanding change…

Scientists, researchers, and educators have promoted the improvement of science, technology, engineering and mathematics (STEM) education by incorporating an interdisciplinary approach to the study of STEM; but current research offers little guidance about how this change can occur. This study expands on a new body of research examining faculty…

We employ Scott's three pillars of institutions (regulative, normative, and cultural-cognitive) to investigate how higher education organizations change to support interdisciplinary graduate education. Using document analysis and case study approaches, we illustrate how strategies which address both policies and cultural norms are most…

Despite the popularity of planned change efforts, the failure rates of implementation are as high as 50 to 70 percent (Lewis & Seibold, 1998). While these efforts are affected by technical issues, the organizations' approach to change, structure, technological capabilities, and organizational culture and communication practices are…

Achieving a shared vision is often cited as a prerequisite to successful organisational change. What change strategists do not take into consideration is how this concept applies to complex systems such as those found in higher education. This paper explores and identifies the divergent perspectives and meanings found among the multiplicity of…

Purpose: Through an organizational case study approach, this paper seeks to describe the ongoing diversity initiative of a graduate school of social work (SSW). Organizational change is usually built around the activities of change agents or teams, who seek to bring about changes in human resources, systems, programs, and services.…

In 2006, Governor Edward Rendell announced a three-year, $200 million Classrooms for the Future program to provide technology and technology support to schools across the Commonwealth of Pennsylvania, beginning in the 2006-2007 school year. The purpose of this research study is to examine the change process of the diffusion of technology within…

Virtual work environments (VWEs) have been used in the private sector for more than a decade, but the United States Marine Corps (USMC), as a whole, has not yet taken advantage of associated benefits. The USMC construct parallels the bureaucratic organizational culture and uses an antiquated information technology (IT) infrastructure. During an…

Federal educational technology grant coordinators from seven small liberal arts colleges were interviewed to determine the ways in which technology had been infused in teacher education programs over the life of the grant. Substantive integration of technology had occurred in each of the schools. Traditional change models were unable to explain…

Offers suggestions and strategies designed to enhance skills for planning, motivating, and implementing organizational change for librarians assuming the role of change agent. Highlights include the human side of change, including fear and anxiety; and a process model of change that includes three stages: endings, transitions, and new beginnings.…

A review of the general literature on diffusion, innovation, and social change is worthwhile as a basis for developing more effective methods for facilitating the adoption of computer-based technologies. Much of the research on diffusion has focused on (1) characteristics of the innovation which influence the diffusion process, (2) a description…

The question addressed in this thesis was, "Does the decision source for change make a difference to a teacher's or implementor's organizational commitment and job satisfaction?" It was hypothesized that the decision sources for implementing Individually Guided Education (IGE) in schools does not affect the teacher's commitment to the school and…