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http://worldcat.org/entity/work/id/30853276

Instituting enduring innovations achieving continuity of change in higher education

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  • "This digest summarizes a longer document with the same title concerning the introduction of enduring innovations into a higher education organization. Organizational change involves three steps: (1) mobilization, (2) implementation, and (3) institutionalization. Without institutionalization, the innovation is likely to be terminated no matter how well it is communicated and implemented. Factors influencing longevity of innovations include the intensity of direction and support from organizational leaders, the need for proper communication and decision making to discover the innovation's essential features for clearer identification and analysis, and the need for the innovation to be challenged in order to test its necessity and appropriateness for organizational improvement. Learning organizations can become innovative communities (where such innovation results in productive behavior) if organizational members are properly informed, thus allowing them to control what happens to them as members of the community. An organization's leaders and members must be flexible in developing innovations and setting levels at which these changes will achieve institutionalization. (GLR)"
  • "Introducing enduring innovations into a higher education organization requires commitment and support from colleagues. Organizational change involves three steps: (1) mobilization; (2) implementation; and (3) institutionalization. Without institutionalization, the innovation is likely to be terminated despite how well it may be communicated and implemented. The level of influence within the organization directly attributable to the innovation can be construed as being the extent of its institutionalization. Factors influencing longevity of innovations include the intensity of direction and support from organizational leaders, decision making and communication concerning the innovation's essential features, and incorporation of the dissident voice. Learning organizations, such as universities, can become innovative communities, where such innovation results in productive behavior, if organizational members have valid information upon which to base their actions and are thus more able to control what happens to them as community members. An organization's leaders and members must be flexible in developing innovations and setting levels at which these changes will achieve institutionalization. Contains 75 references and an index. (GLR)"

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  • "ERIC Publications"
  • "Reports, Descriptive"
  • "ERIC Digests in Full Text"

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  • "Instituting enduring innovations achieving continuity of change in higheer education"
  • "Instituting Enduring Innovations. Achieving Continuity of Change in Higher Education. ASHE-ERIC Higher Education Report No. 7, 1992"
  • "Instituting enduring innovations achieving continuity of change in higher education"@en
  • "Instituting enduring innovations : achieving continuity of change in higher education"
  • "Instituting enduring innovations : achieving continuity of change in higher education"@en
  • "Instituting Enduring Innovations Achieving Continuity of Change in Higher Education"

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