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dc.contributor.authorPisapia, John
dc.contributor.authorTownsend, Tony
dc.contributor.authorRazzaq, Jamila
dc.date.accessioned2019-03-29T05:45:45Z
dc.date.available2019-03-29T05:45:45Z
dc.date.issued2016
dc.identifier.issn1469-7017
dc.identifier.doi10.1080/14697017.2016.1253601
dc.identifier.urihttp://hdl.handle.net/10072/100931
dc.description.abstractThis study describes the strategic change efforts of a university in the United Kingdom which changed its form and resource deployments to focus on the production of interdisciplinary research. A problem-oriented case study method was used to chronicle and analyse the leadership strategies and tactics employed and their consequences. We found that the reliance on a vertical leadership (controlling) strategy led to external legitimization but not internal legitimacy. We also found instances these strategies created unintended consequences which inhibited the strategic change initiative. In particular, horizontal leadership (enabling) strategies that spoke to the academic heartland were muted. We concluded that in universities undertaking major strategic change efforts controlling influence actions may be necessary but they are insufficient to levers of strategic change. The study is particularly important because it contributes to an understanding of strategic change in universities at a time when most such efforts fail to meet their objectives and there is a limited empirical literature to draw upon.
dc.description.peerreviewedYes
dc.languageEnglish
dc.publisherTaylor & Francis
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto23
dc.relation.ispartofjournalJournal of Change Management
dc.subject.fieldofresearchEducational Administration, Management and Leadership
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchcode130304
dc.subject.fieldofresearchcode1503
dc.titleStrategic change in the academy: controlling and/or enabling strategies
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
dc.description.versionPost-print
gro.description.notepublicThis publication has been entered into Griffith Research Online as an Advanced Online Version.
gro.rights.copyright© 2016 Taylor & Francis. This is an Accepted Manuscript of an article published by Taylor & Francis in Australian Psychologist on 15 Nov 2016, available online: https://doi.org/10.1080/14697017.2016.1253601
gro.hasfulltextFull Text
gro.griffith.authorTownsend, Tony C.


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