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Helle Bundgaard

This article discusses the approach to the management of change taken by a Danish university when introducing a university-wide market for education and it explores the different positions taken by some of the central stakeholders in one of the faculties involved. I argue that neither the inadequacies of a popular management model nor insufficient communication fully explain the problems with the change project. Based on strategy papers, memorandums and detailed observations of meetings, I discuss the introduction of the education market and analyse the reception given by directors of studies to a specific social technology, a common year and timetable structure. I offer an explanation of their reactions that draws on an anthropological approach to organisations. I call for university leaders to take what I call an 'improvisational' approach to leadership, which takes account of local ways of interpreting the meaning and significance of large-scale changes and works through professional motivation.

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Elena Khlinovskaya Rockhill

The six UK Genetics Knowledge Parks (GKPs) were shaped and governed by two frameworks: a 'need' to harness 'new genetics' and the relations of accountability as seen in the context of entrepreneurial government. The remit of the Cambridge GKP (CGKP) was to develop public health genetics by building on the concepts of partnership and interdisciplinarity. In the course of its work, the CGKP emphasized the virtues of 'change management', seen as distinct from, and opposed to, an academic model of knowledge production. However, the model that the CGKP actually created was a research/management hybrid that resisted quality assurance checks developed for each model (research and management), presenting a formidable challenge for the evaluation and assessment of the CGKP's work.

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Applied Anthropology in Europe

Historical Obstacles, Current Situation, Future Challenges

Dan Podjed, Meta Gorup, and Alenka Bezjak Mlakar

Anthropology 1 , no. 1 : 26 – 44 . van Marrewijk , A. , M. Veenswijk and S. Clegg ( 2010 ), ‘ Organizing Reflexivity in Designed Change: The Ethnoventionist Approach ’, Journal of Organizational Change Management 23 , no. 3 : 212 – 29 . 10

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Transition as Cultural Revitalization

Exploring Social Motives for Environmental Movement Participation

Anna J. Willow

Science Report 2013: Changing Global Environments , 71 – 78 . Paris : OECD Publishing . Phelan , Michael W . 2005 . “ Cultural Revitalization Movements in Organization Change Management .” Journal of Change Management 5 ( 1 ): 47 – 56 . doi: 10

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Adaptive Regulation

A Possible Model for Regulation and Innovation in Personal Social Services

Lihi Lahat and Yekoutiel Sabah

, Learning and Memory: Three Concepts in Search of a Theory .” Journal of Organizational Change Management 9 ( 1 ): 63 – 78 . 10.1108/09534819610156813 Spiro , Shimon , and Dafna Frumer . 2008 . Implementation of the RAF Method in the Boarding

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Green Out of the Blue, or How (Not) to Deal with Overfed Oceans

An Analytical Review of Coastal Eutrophication and Social Conflict

Alix Levain, Carole Barthélémy, Magalie Bourblanc, Jean-Marc Douguet, Agathe Euzen, and Yves Souchon

on the distribution, scale, nature, and intensity of social consequences to and impacts on local people; it largely characterizes coastal communities’ experience of environmental change management today ( Pokrant and Stocker 2011 ). Indeed, the