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Organizational Change and Development Through Quality Management in Higher Education Institutions: Theory, Practice, and Recommendations for Change Agents

Organizational Change and Development Through Quality Management in Higher Education Institutions: Theory, Practice, and Recommendations for Change Agents
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Author(s): Theodor Leiber (Evaluation Agency Baden-Wuerttemberg, Mannheim, Germany & University of Augsburg, Germany)
Copyright: 2019
Pages: 26
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch016

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Abstract

Issues of theory and practice of systemic quality management (QM) and organizational change and development (OCD) in Higher Education Institutions (HEIs) are analyzed. It is argued that system-wide OCD in HEIs is typically driven by implementing QM systems. The basic characteristics of systemic QM and OCD and their interdependence are explicated. Practice-checked criteria for the implementation and evaluation of systemic QM/OCD are discussed. Based on this exemplary practice experience together with scholarly literature, a practice-used action research model of OCD is described. Furthermore, fundamental goals of systemic QM/OCD are put together, and success factors of QM-driven OCD are discussed including recommendations for change agents. Summarizing, systemic QM and related OCD in HEIs contribute to the rationalization of HEI governance because they enable the successful empirical practice of evidence-based organizational change and development (EBOCD) in the indispensable service of quality improvement.

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