Strategic change in the academy: controlling and/or enabling strategies
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Townsend, Tony
Razzaq, Jamila
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Abstract
This 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.
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Journal of Change Management
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© 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
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This publication has been entered into Griffith Research Online as an Advanced Online Version.
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Educational Administration, Management and Leadership
Business and Management