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.
|Number of pages||20|
|Journal||Educational Management Administration & Leadership|
|Early online date||12 Apr 2013|
|Publication status||Published - May 2013|