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 |