A comparison of social and organizational change models: Information flow and data use processes.

This chapter will provide the reader with a comprehensive overview of the reality that there are far fewer women than men in higher education leadership, and in particular, at the most prestigious educational institutions. In addition, this chapter will cover the key explanatory factors that underpin this phenomenon. Likewise, this chapter will review the existing organizational change models that are designed to address this problem. Specifically, the recruitment, retention, and promotion of diverse women to the academy will be addressed.

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Assessment and change leadership in an academic library department: a case study

Reference Services Review ◽

10.1108/rsr-05-2013-0028 ◽

2014 ◽

Vol 42 (1) ◽

pp. 148-164 ◽

Cited By ~ 4

Author(s):

Toni M. Carter

Keyword(s):

Organizational Change ◽

Academic Libraries ◽

Integrated Assessment ◽

Academic Library ◽

Change Leadership ◽

Change Model ◽

Leadership Change ◽

Content Type ◽

Change Models

Purpose – The purpose of this paper is to report an academic library's efforts to introduce course-integrated assessment into its library instruction program. Applying a leadership change model to the process allows for a step-by-step examination of both organizational change and the creation of cultures of assessment. Design/methodology/approach – Over a period of three years, course-integrated assessment was introduced into an academic library's instruction program. Rather than implementing rapid, superficial change, the process focused on transforming librarians' thoughts and feelings about their teaching and student learning. Dr John P. Kotter's eight-step process for leading organizational change is applied to explain the methodology. Findings – Kotter's leadership change model provides a suitable framework for organizing and implementing organizational change within an academic library. However, the use of his method to create and sustain cultures of assessment proves questionable. This may not be fault of his method, but a combination of a less than perfect application of his process and unrealistic expectations of how cultures of assessment develop and function. Research limitations/implications – The paper focuses on one unit within an academic library, rather than an academic library as a whole. Practical implications – Changing organizational culture, creating cultures of assessment, and/or implementing course-integrated assessment exemplify some of the challenging tasks academic libraries face in their mission to prove value. This case study provides a candid discussion of both successes and obstacles encountered in using a change leadership model to address each of these. It may also inspire other possible uses of such a model within academic libraries. Originality/value – According to Meredith Farkas, investigations into the application of leadership change models to build and sustain cultures of assessment within academic libraries do not exist in the literature.

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A systems model of organizational change

Journal of Organizational Change Management ◽

10.1108/jocm-07-2017-0268 ◽

2019 ◽

Vol 32 (7) ◽

pp. 725-738 ◽

Cited By ~ 3

Author(s):

Guido Maes ◽

Geert Van Hootegem

Keyword(s):

Organizational Change ◽

Literature Review ◽

Design Methodology ◽

Linear Models ◽

Integrated Systems ◽

Content Type ◽

Change Models ◽

Meta Model ◽

Systems Model ◽

Organizational Theories

Purpose The purpose of this paper is to develop a meta-model of organizational change that allows to look at change from different angles. This meta-model starts from the idea that there are different discourses about organizational change, each having their own merits but also their own limitations. Bringing these discourses together into an integrated systems model allows the authors to capture the essence of organizational change a lot better. Design/methodology/approach This model is designed based on a literature review of organizational theories, systems theories related to theories of organizational change and specific theories about organizational change. Findings The literature review resulted in a systems model of organizational change that is better able to grasp the complexity of change than linear models. Originality/value This model goes beyond the usual change models from the normative discourse and provides a multidimensional view on organizational change.

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