This article is based on a case study conducted in the context of UK higher education change. The article argues that ‘change’ is a construct created in discourses of change policy and change management, and resulting in reductivist change management discourses which may impede rather than facilitate effective change management in the fast-changing and policy driven context of HE.
AllenD (2002) Personal reflection on being a head of department. In: KetteridgeSMarshallSFryH (eds) The Effective Academic: A Handbook for Enhanced Academic Practice. London: Kogan Page, 70–71.
2.
AlvessonM (1996) Communication, Power and Organization. Berlin/New York: de Gruyter.
3.
AlvessonMKarremanD (2000) Varieties of discourse: on the study of organizations through discourse analysis. Human Relations53(9): 1125–1149.
4.
BarnettR. (1992) Improving Higher Education: Total Quality Care. Bristol: Open University Press.
5.
BarnettR (2000) Realizing the University in an Age of Supercomplexity. Buckingham: SRHE and Open University Press.
6.
BarnettCKPrattMG (2000) From threat-rigidity to flexibility – toward a learning model of autogenic crisis in organizations. Journal of Organizational Change Management13(1): 74–88.
BeechNJohnsonP (2005) Discourses of disrupted identities in the practice of strategic change: the mayor, the street-fighter and the insider-out. Journal of Organizational Change Management18(1): 31–47.
9.
BeerMNohriaN (eds) (2000) Breaking the Code of Change. Boston, MA: HBS Press.
10.
BoczkowskiPJOrlikowskiWJ (2004) Organizational discourse and new media: a practice perspective. In
GrantDHardyCOswickCPhillipsNPutmanL (eds) Handbook of Organizational Discourse. Newbury Park: Sage Publications, 359–378.
11.
BolanRS (1999) Rationality revisited. An alternative perspective on reason in management and planning. Journal of Management History5(2): 68–86.
12.
BoyettI (1996) New leader, new culture, ‘old’ university. Leadership & Organization Development Journal17(5): 24–30.
13.
BrunettoY (2001) Mediating change for public-sector professionals. The International Journal of Public Sector Management14(6): 465–481.
14.
BurkeWW (2002) Organization Change: Theory and Practice. London: Sage.
DealTKennedyA (1999) The New Corporate Cultures. London: Texere Publishing Limited.
20.
DearingR (1997) The National Committee of Inquiry into Higher Education: Higher Education in the Learning Society. London: HMSO.
21.
DearloveJ (1998) The deadly dull issue of university ‘administration’: good governance, managerialism and organizing academic work. Higher Education Policy11: 59–79.
22.
DixonN (1994) The Organizational Learning Cycle. Maidenhead: McGraw-Hill.
23.
DixonJKouzminAKorac-KakabadseN (1998) New managerialism – something old, something borrowed, little new: economic prescription versus effective organizational change in public agencies. International Journal of Public Sector Management11(2/3): 164–187.
24.
Du GayP (2003) The tyranny of the epochal: change, epochalism, and organzational reform. Organization3(10): 663–683.
25.
FaircloughN (2003 [1992]) Discourse and Social Change. Cambridge: Blackwell.
26.
FordPGoodyearPHeseltineR (1996) Managing Change in Higher Education: A Learning Environment Architecture. Buckingham: SRHE and Open University Press.
27.
FosterRNKaplanS (2001) Creative Destruction: Why Companies that Are Built to Last Underperform the Market – And How to Successfully Transform Them. New York: Currency.
28.
GergenKJThatchenkeryTJ (2004) Organization science as social construction: postmodern potentials. Journal of Applied Behavioural Science40(2): 228–249.
29.
GiddensA (1990) The Consequences of Modernity. Stanford, CA: Stanford University Press.
30.
GreenwoodRHiningsCR (1996) Understanding radical organizational change: bringing together the old and the new institutionalism. Academy of Management Review21(4): 1022–1055.
31.
GrantDKeenoyTOswickC (eds) (1998) Discourse and Organization. London: Sage, 193–213.
32.
GrantDMichelsonGOswickCWailesN (2005) Guest editorial: discourse and organizational change, Journal of Organizational Change Management, 18(1): 6–15.
33.
GregoryM (1996) Developing effective college leadership for the management of educational change. Leadership and Organization Development Journal17(4): 46–51.
HallidayMAK (1978) Language as Social Semiotic. London: Edward Arnold.
36.
HalseyAH (1992) Decline of Donnish Dominion: The British Academic Professions in the 20th Century. Oxford: Clarendon.
37.
HeracleousL (2006) A tale of three discourses: the dominant, the strategic and the marginalized, Journal of Management Studies43(5): 1059–1087.
38.
HeracleousLBarrettM (2001) Organizational change as discourse: communicative actions and deep structures in the context of information technology implementation. The Academy of Management Journal44(4): 755–778.
39.
HardyC (2001) Researching organizational discourse. International Studies of Management & Organization31(3): 25–47.
40.
HardyC (2004) Scaling up and bearing down in discourse analysis: questions regarding textual agencies and their context. Organization11(3): 415–425.
41.
HardyCPalmerIPhillipsN (2000) Discourse as a strategic resource. Human Relations53(9): 1227–1248
42.
HoggettP (1996) New modes of control in the public service. Public Administration74(1): 9–32.
43.
HoodC (1991) A public management for all seasons?Public Administration69(1): 3–19.
44.
JacksonMP (1999) The role of the head of department in managing performance in UK universities. International Journal of Education Management13(3): 142–155.
45.
JaryDParkerM (eds) (1998) The New Higher Education: Issues and Directions for the Post-Dearing University. Stoke-on-Trent: Staffordshire University Press, 207–222.
46.
JohnstonC (2004) Department heads ‘shirk responsibilities. Times Higher Education Supplement30 January: 9.
47.
KanterRM (1985) Change Masters: Corporate Entrepreneurs at Work. London: Allen and Unwin.
48.
KetteridgeSMarshallSFryH (eds) (2002) The Effective Academic: A Handbook of Enhanced Academic Practice. London: Kogan Page.
49.
KnightPTTrowlerPR (2001) Departmental Leadership in Higher Education. Buckingham: SRHE and Open University Press.
50.
Leadership and Management (2003) A report of the joint working group. April 2002—July 2003. Available at: http://shefc.ac.uk. (accessed April 2009).
51.
LeonardiPMJacksonMH (2004) Technological determinism and discursive closure in organizational mergers. Journal of Organizational Change Management17(6): 615–631.
52.
LockwoodG (1985) Universities as organizations. In: LockwoodGDaviesJ (eds) Universities: The Management Challenge. Windsor: The Society for Research into Higher Education and NFER-Nelson, 24–45.
53.
MartinE (1999) Changing Academic Work: Developing the Learning University. Buckingham: SRHE and Open University Press.
54.
MassyWFWilgerAColbeckC (2000) Overcoming ‘hollowed collegiality: departmental cultures and teaching quality. In: DeZureD (ed.) Learning from Change. Sterling, VA: Stylus, 28–32.
55.
MeyerH.-D. (2002) The new managerialism in education management: corporatization or organizational learning. Journal of Educational Administration40(6): 534–551.
56.
MiddlehurstR (1993) Leading Academics. Buckingham: Open University Press and The Society for Research into Higher Education.
57.
MiddlehurstR (1995) Changing leadership in universities. In: SchullerT (ed.) Changing Universities. Buckingham: SRHE and Open University Press.
58.
MorganG (1997) Images of Organization. Thousand Oaks, CA: Sage Publications.
59.
MorganJSturdyAJ (2000) Beyond Organizational Change: Discourse, Structure and Power in UK Financial Services. London: Macmillan.
60.
MumbyDClairRD (1997) Organizational discourse. In: Tvan Dijk (ed.) Discourse as Social Interaction: Discourse Studies 2: A Multidisciplinary Introduction, 181–205.
61.
NonakaI (1991) The knowledge creating company. Harvard Business Review 69(6): 96–104.
62.
Osseo-AssareAELongbottomD (2002) The need for education and training in the use of the EFQM model for quality management in higher education institutions. Quality Assurance in Education10(1): 26–36.
63.
PalmerIDunfordR (2000) Out with the old and in with the new? The relationship between traditional and new organizational practices. International Journal of Organizational Analysis10(3): 209–225.
64.
Pardo del ValMFuentesCM (2003) Resistance to change: a literature review and empirical study. Management Decision41(2): 148–155.
65.
PattersonG (1999) The learning university. The Learning Organization6(1): 9–17.
66.
PetersT (1988) Thriving on Chaos: Handbook for a Management Revolution. London: Macmillan.
67.
PollittC (2003) The Essential Public Manager. Maidenhead: Open University Press.
68.
ReponenT (1999) Is leadership possible at loosely coupled organizations such as universities. Higher Education Policy12(3): 237–244.
69.
RichardsonSNwankwoSRichardsonB (1995) Strategic issues for higher education strategists in the UK: a contingency perspective. International Journal of Public Sector Management8(6): 7–16.
70.
RowleyJ (1997) Academic leaders: made or born?Industrial and Commercial Training29(3): 78–84.
71.
RowleyDJShermanJ (2003) The special challenges of academic leadership. Management Decision41(10): 1058–1063.
72.
RumeltRP (1995) Inertia and transformation. In: MontgomeryCA (ed.) Resource-Based and Evolutionary Theories of the Firm. KluwerAcademic Publishers, 101–132.
73.
RutherfordD (1992) Appraisal and action: a case study of innovation and leadership. Studies in Higher Education17(2): 201–210.
74.
ShawP (2002) Changing Conversations in Organizations: A Complexity Approach to Change. New York: Routledge.
TaylorPG (1999) Making Sense of Academic Life: Academics, Universities and Change. Buckingham: SRHE and Open University Press.
77.
TownleyB (1999) Practical reason and performance appraisal. Journal of Management Studies36(3): 287–307.
78.
TownleyB (1993) Performance appraisal and the emergence of management. Journal of Management Studies30(2): 221–238.
79.
TrowlerPR (1998) Academics Responding to Change: New Higher Education Frameworks and Academic Cultures. Buckingham: The Society for Research into Higher Education and Open University Press.
80.
TrowlerPR (2001) Captured by the discourse? The socially constitutive power of new higher education discourse in the UK. Organization8(2): 183–201.
81.
TsoukasH (2005) Afterword: why language matters in the analysis of organizational change. Journal of Organizational Change Management18(1): 96–104.
82.
TyackDBCubanL (1995) Tinkering Towards Utopia. Cambridge, MA: Harvard University Press.
83.
Van de VenAHPooleMS (1995) Explaining development and change in organizations. Academy of Management Review20(3): 510–540.
84.
WatsonGH (2003) Ideology and the symbolic construction of fairness in organizational change. Journal of Organizational Change Management16(2): 154–168.
WhiteRFJacquesR (1995) Operationalizing the postmodernity construct for efficient organizational change management. Journal of Organizational Change Management8(2): 45–71.
87.
WinterR (1996) New liberty, new discipline: academic work in the new higher education. In: CuthbertR (ed.) Working in Higher Education. Buckingham: SRHE and Open University Press, 71–83.
88.
ZaldMN (2002) Spinning disciplines: critical management studies in the context of the transformation of management education. Organization9(3): 365–385.
