Abstract
This article is based on a case study conducted in the context of UK higher education change. The article argues that ‘change’ is a construct created in discourses of change policy and change management, and resulting in reductivist change management discourses which may impede rather than facilitate effective change management in the fast-changing and policy driven context of HE.
| Original language | English |
|---|---|
| Pages (from-to) | 352-371 |
| Number of pages | 20 |
| Journal | Educational Management Administration & Leadership |
| Volume | 41 |
| Issue number | 3 |
| Early online date | 12 Apr 2013 |
| DOIs | |
| Publication status | Published - May 2013 |
Keywords
- Change
- Discourse
- Higher education
- Middle manager
- Senior management