ABSTRACT
This book on the realities of change in higher education arguably sits within a generic literature on change management that is concerned with the meta-analysis of cumulative case studies to provide practitioner guidelines. Buchanan and Huczynski (2000) describe several such ‘cook-books’ from the world of commerce, while educationalists have over the years also shared their ‘recipes’, for example Miles et al. (1988), Elton (1994) and Jones and Anderson (2001). Some of the literature aims to increase local control over the innovative processes, for example Guba and Lincoln (1989), Elton (1994) and Mabey and Mayon-White (1993). Not all of this summarising literature can claim to be empirically or theoretically grounded, although it is not unreasonable for practitioner theory to take a generous inferential span or reserve the right to be speculative. The present volume seeks to include in this literature a consideration of such guidelines in the context of real-life change management in the significant industry that higher education has become.
