Higher education change and its managers: alternative constructions

Sabine Hotho

Research output: Contribution to journalArticle

5 Citations (Scopus)

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 languageEnglish
Pages (from-to)352-371
Number of pages20
JournalEducational Management Administration & Leadership
Volume41
Issue number3
Early online date12 Apr 2013
DOIs
Publication statusPublished - May 2013

Fingerprint

change management
manager
education
discourse

Cite this

@article{d84d2dd5ef8e48b98d999cbb5ceafd17,
title = "Higher education change and its managers: alternative constructions",
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.",
author = "Sabine Hotho",
year = "2013",
month = "5",
doi = "10.1177/1741143212474806",
language = "English",
volume = "41",
pages = "352--371",
journal = "Educational Management Administration and Leadership",
issn = "1741-1432",
publisher = "SAGE Publications Ltd",
number = "3",

}

Higher education change and its managers : alternative constructions. / Hotho, Sabine.

In: Educational Management Administration & Leadership, Vol. 41, No. 3, 05.2013, p. 352-371.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Higher education change and its managers

T2 - alternative constructions

AU - Hotho, Sabine

PY - 2013/5

Y1 - 2013/5

N2 - 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.

AB - 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.

U2 - 10.1177/1741143212474806

DO - 10.1177/1741143212474806

M3 - Article

VL - 41

SP - 352

EP - 371

JO - Educational Management Administration and Leadership

JF - Educational Management Administration and Leadership

SN - 1741-1432

IS - 3

ER -