Submitting Campus
Daytona Beach
Department
Center for Teaching & Learning Excellence
Document Type
Article
Publication/Presentation Date
2014
Abstract/Description
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.
Publication Title
Management Education: An International Journal
Publisher
Common Ground
Scholarly Commons Citation
Drake, R., Crawford, J., & Rohrbacher, C. (2014). Instituting Large Scale Change at a Research Intensive University: A Case Study. Management Education: An International Journal, 13(1). Retrieved from https://commons.erau.edu/publication/1018
Included in
Curriculum and Instruction Commons, Educational Assessment, Evaluation, and Research Commons, Educational Leadership Commons, History Commons
Additional Information
Dr. Rohrbacher was not affiliated with Embry-Riddle Aeronautical University at the time this paper was published.