Competing Strategic Perspectives and Sense-making of Senior Managers in Academia
This case study describes strategic change in a West-European university. It concentrates on knowledge and belief systems of its senior managers, reveals their different understandings and how these cosmologies clash.
||Strategy, Senior Managers, Managerialism, New Public Management, University, Higher Education Institution, Academics, Schemata, Sense-making.
International Journal of Knowledge, Culture and Change Management, Volume 5, Issue 6, pp.127-138.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 1.940MB).
At present Dr Thomas Diefenbach is one of four project members in a three year ESRC-funded research project 'Managers' Roles in the Evolution of Business Knowledge'. The empirical research is based on action research and close cooperation with several organisations. Thomas concentrates on manager's perceptions and their business knowledge, theories of knowledge management, change management, intangible assets, performance measurement and management. Before joining academia at the universities of Goettingen and Chemnitz, Germany, he had been working as a consultant, freelance lecturer, and for several companies in different industrial sectors.
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