Instituting Large Scale Change at a Research Intensive University: A Case Study

By James Crawford, Robert Drake and Chad Rohrbacher.

Published by Management Education: An International Journal

Format Price
Article: Print $US10.00
Published online: July 30, 2014 $US5.00

This paper uses Bolman and Deal’s four analytic frames to examine the difficulty of instituting large-scale change at one research-intensive university. In this case, the partially successful attempt to implement a new curriculum for undergraduates at North Carolina Agricultural and Technical State University is explored. The authors theorize that if an institution is to attempt a far-reaching, innovative transformation, it must have consistent leadership and the commitment of middle managers. Otherwise well-crafted plans are doomed to meet resistance.

Keywords: Knowledge Management, Innovation, Organizations

Management Education: An International Journal, Volume 13, Issue 2, July 2014, pp.1-11. Article: Print (Spiral Bound). Published online: July 30, 2014 (Article: Electronic (PDF File; 570.471KB)).

Dr. James Crawford

Assistant Professor, History Department, North Carolina Agricultural and Technical State University, Greensboro, North Carolina, USA

Dr. Robert Drake

Associate Dean of Academic Affairs and Assessment, Hartwick College, Oneonta, New York, USA

Chad Rohrbacher

Assistant Professor, English Department, North Carolina Agricultural and Technical State University, Greensboro, North Carolina, USA