ABSTRACT
Daniel James Rowley and Herbert Sherman’s From Strategy to Change: Implementing the Plan in Higher Education takes as its task spelling out what “strategic choices that a college or university can make to help develop and sustain a competitive strategic advantage”. Texts that focus on academic change, academic leadership, and strategic planning situate responsibility for and power to create or influence change specifically within a traditional hierarchical leadership model. News headlines, monographs, and higher education leadership series promise solutions and strategies for institutional thriving and, in the case of universities in cash-strapped states or unsustainable private school business models, surviving. Many of these publications ignore, or perhaps unsurprisingly critique, college faculty as being part of the problem. The chapter also presents an overview of the key concepts discussed in this book.
