Organizational Change in the Land-Grant System: AQualitative Evaluation

摘要

Individuals representing different organizations within the Land-Grant University System (LGUS)were asked to provide their insights on organizational change using a focus group approach. Thestudy focused on three key components to organizational change in the LGUS: what initiateschange, the hindrances to change, and what sustains change. Themes were analyzed relative to theexisting literature and synthesized into a new conceptual model of organizational change in theLGUS. Results indicated change can be effectively initiated at lower levels of the organizationwhere individuals have the appropriate span of control to drive change. Bureaucratic inertia wasidentified as the primary hindrance to change in the LGUS. Finally, relationships were identifiedas most important for sustaining change. Based on the results recommendations suggest thatorganizations within the LGUS employ a balance between proactive and reactive change andestablish a clear communication plan and to ensure the plan emphasizes the respect due to thosethat will be involved or affected. Furthermore, to mitigate the effects of bureaucratic inertia, anyorganizational change effort within the LGUS should be accompanied by enough time to analyzethe culture and build organizational support and buy-in. Additional recommendations wereprovided based on the results of the study.