|Published online: July 30, 2014||$US5.00|
This paper uses Bolman and Deal’s four analytic frames to examine the difficulty of instituting large-scale change at one research-intensive university. In this case, the partially successful attempt to implement a new curriculum for undergraduates at North Carolina Agricultural and Technical State University is explored. The authors theorize that if an institution is to attempt a far-reaching, innovative transformation, it must have consistent leadership and the commitment of middle managers. Otherwise well-crafted plans are doomed to meet resistance.
|Keywords:||Knowledge Management, Innovation, Organizations|
Assistant Professor, History Department, North Carolina Agricultural and Technical State University, Greensboro, North Carolina, USA
Associate Dean of Academic Affairs and Assessment, Hartwick College, Oneonta, New York, USA
Assistant Professor, English Department, North Carolina Agricultural and Technical State University, Greensboro, North Carolina, USA