Institutional imperatives versus emergent dynamics: A case study on continuous change in higher education

This qualitative case study examines continuous change in a higher education organization (HEO). Both real time and retrospective data covering a 6-year period of the case were collected. The findings suggest that, in order to meet institutional imperatives the HEO defined several managerial and aca...

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Bibliographic Details
Published in:Higher education 2009-10, Vol.58 (4), p.439-464
Main Author: Kondakci, Yasar
Format: Article
Language:English
Subjects:
Adaptation
Business schools
Case Studies
Changes
Cognitive models
Colleges
Corporate culture
Data Collection
Education
Educational administration
Educational Change
Educational Researchers
Evaluation
Globalization
Higher Education
Hochschule
International schools
International students
Internationalität
Management
MBA
Organization studies
Organizational change
Organizational Culture
Organizational learning
School accreditation
Studies
Universities
Verwaltung
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Summary:This qualitative case study examines continuous change in a higher education organization (HEO). Both real time and retrospective data covering a 6-year period of the case were collected. The findings suggest that, in order to meet institutional imperatives the HEO defined several managerial and academic domains when the internationalization process was launched. When organizational members activate these domains they confronted with local needs, problems, and opportunities, which enable them to modify, update or extend the defined domains. In addition, throughout time the members constantly realize the missing parts and incorporate them into the process. These findings suggest several insights on the adaptability of higher education organizations.
ISSN:0018-1560
1573-174X
DOI:10.1007/s10734-009-9204-2