The Impact of Unexpected Leadership Changes and Budget Crisis on Change Initiatives at a Land-Grant University

Advances in Developing Human Resources

Volumn 7, Issue 3, 2005, Pages 351-367

  Latta, Gail F ^a   Myers, Nancy F ^a  

^a UNIVERSITY OF NEBRASKA LINCOLN   (United States)

Author keywords

higher education; institutional change; institutional culture; leadership; organizational development; unplanned change

Indexed keywords

EID: 84990405120     PISSN: 15234223     EISSN: None     Source Type: Journal    
DOI: 10.1177/1523422305277176     Document Type: Article

References (14)

1. Barone, T. (2001). Touching eternity: The enduring outcomes of education. New York: Teachers College Press.
2. Bartlett, K., Crystal, F., McLean, G. N., Watkins, K. E., & Torraco, R. J. (2004). Organization development in universities. In T. M. Egan & S. A. Lynham (Eds.), Academy of Human Resource Development conference proceedings (pp. 143-151). Bowling Green, OH: Academy of Human Resource Development.
3. Beer, M., & Nohria, N. (2000). Resolving the tension between theories E and O of change. In M. Beer & N. Nohria (Eds.), Breaking the code of change (pp. 1-34). Boston: Harvard Business School Press.
4. Bennis, W. (2000). Leadership of change. In M. Beer & N. Nohria (Eds.), Breaking the code of change (pp. 113-121). Boston: Harvard Business School Press.
5. Bergquist, W.H. (1992). The four cultures of the academy. San Francisco: Jossey-Bass.
6. Bogdan, R. C., & Biklen, S. K. (1992). Qualitative research for education. Needham Heights, MA: Allyn and Bacon.
7. Cohen, D., & Prusak, L. (2001). In good company: How social capital makes organizations work. Boston: Harvard Business School Press.
8. Conger, J. A. (2000). Effective change begins at the top. In M. Beer & N. Nohria (Eds.), Breaking the code of change (pp. 99-112). Boston: Harvard Business School Press.
9. Dunphy, D. (2000). Embracing paradox: Top-down versus participative management of organizational change. In M. Beer & N. Nohria (Eds.), Breaking the code of change (pp. 123-135). Boston: Harvard Business School Press.
10. Eisenhardt, K. M. (1989). Building theory from case study research. Academy of Management Review, 14(4), 532-550.
11. Rothwell, W. J., Sullivan, R., & McLean, G. N. (1995). Practicing organizational development: A guide for consultants. San Diego, CA: Pfeiffer & Co.
12. Turner, D., & Crawford, M. (1998). Change power: Capabilities that drive corporate renewal. Sydney, Australia: Business and Professional Publishing.
13. Yin, R. K. (1994). Case study research: Design and methods (2nd ed.). Thousand Oaks, CA: Sage.
14. Latta, G. F., & Myers, N. F. (2005). The impact of unexpected leadership changes and budget crisis on change initiatives at a land-grant university. Advances in Developing Human Resources, 7(3), 351-367.