Supporting a Merger of Entrepreneurship Curricula: Combining Organizational Frames and Theory of Change

Abstract

The field of entrepreneurship education is growing in both size and complexity within colleges and universities, leading to needed organization level adjustments. This applied case study (not a teaching case) follows a merger of two educational entities focused on entrepreneurship at Michigan State University (MSU). In a pattern consistent with difficulties experienced by other academic programs, MSU’s programs evolved independently and led to duplicated efforts and confusion for students and staff members. Entrepreneurship program leaders were tasked with merging two units and aligning efforts to improve pedagogical and organizational quality. Scholar practitioner consultants supported a merger process by using organizational frames to analyze previous practices and theory-of-change (ToC) tools to synthesize new designs for a merged unit. Participation in efforts provided an opportunity for personnel in two organizations to co-create and redesign their own program while developing a shared organizational purpose and process. Follow-up surveys and cluster analysis showed that this approach was able to facilitate convergence in mental models of the program and the merger process was met with a high level of approval. Case findings demonstrated that organizational frames and ToC tools have the potential to effectively address challenges in structural, human resource, and pedagogical layers of mergers.