Abstract
This survey is distillation of four months participant observation,
informal exchanges, and formal interviews to explore higher education
sector of Pakistan in the context of change, coping and learning.
Popular literature on organizational change contends that
organizations with proactive coping approaches consider “change
management” as an integral ingredient of their culture to reap the
benefits of the learning organization principles. Earlier researchers
had paid scant treatment to this area as evident from the scarce
published frameworks and empirical research in the domain of change
management which warrants conducting exploratory studies. Inspired
with the phenomenon of “change and learning” this preliminary
exploratory study focuses on higher education sector of Pakistan and
highlights how the public sector, semi government and private sector
universities have addressed this challenge of change. For this study
primary data was collected using semi-structured interviews supported
by a questionnaire. However, some data from secondary sources has
also been used as additional sources of information. The research
argues theoretically and results reveal empirically that semigovernment and private sector faculty were on same page, as they have
been found proactively coping the challenge of change as compared to
the public sector. The research leaves the issues of job security and
lack of proactivity in public sector for future researches.
Syed Gohar Abbas, Muhammad Tariq Yousafzai, Muhammad Imran Qureshi. (2015) Coping the Challenge of Change in Academe – Are we really Learning Organizations?, Journal of Managerial Sciences, Volume 9, Issue 1.
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