Change Management in Higher Ed-
ucation Institutions: A Stakeholder
Management Approach
Summary
The aim of this research is to achieve
an in-depth understanding of how
change processes in Higher Educa-
tion Institutions are developed and par-
ticularly the role that leaders play to
manage the stakeholders in order to
complete changes successfully. Our
general assumption is that in cases
where stakeholders are actively man-
aged by leaders, implementation of
change is more effective. It will be
studied in the context of Higher Educa-
tion in Ecuador, as exemplary of Latin
America.
The doctoral research is realised with the financial support from the VLIR-UOS Interuniversity Cooperation Programme with
with the University of Cuenca. We receive valuable assistance from Prof. Dr. Karel De Witte, co-promotor at the KU Leuven,
Ing. Fabián Carrasco, Rector of the University of Cuenca and Ing. Silvana Larriva, Vicerector of the University of Cuenca.
Dolores Sucozhañay
• Location: Ecuador, Azuay- Cuenca and Guayas-Guayaquil
• Promotor/supervisor:
- Martin Euwema, Faculty of Psychology and Educational
Sciences, Department of Work, Organizational and
Personnel Psychology
- Enrique Santos Jara, University of Cuenca.
• October 2009 – October 2013
Problem
Currently, Higher Education Institutions
(HEIs) are being influenced by prompt
changes occurring within international and
national contexts. For this reason, HEIs
should restructure themselves and look
for changes to maintain their effective-
ness. Previous studies on HEIs in Latin
America evidenced little effectiveness in
proposing and implementing changes. An
important fact contributing to this poor
success is the bureaucratic organiza-
tional structure leading to autonomous
faculties and schools unaware of present
demands of the University and society.
Moreover, since most of the authorities
in public universities are elected by vote
there is a prominent risk of politicize and
stop of necessary management decisions.
Furthermore, authorities are rarely trained
in management of changes in complex
organizations such as universities. Thus,
a good combination of leadership and
stakeholder management is needed.
Activities
This project will analyze leadership, stake-
holder management and their relation
within the frame of change implemen-
tation in HEIs. Figure 1 depicts the hy-
pothesis of relationships among these
concepts. To develop this research, a
qualitative approach and an multiple-case
study design are being applied. Six pro-
cesses of change in two universities were
selected: University of Cuenca and Catho-
lic University of Guayaquil. Data has been
collected from multiple sources such as
documents, interviews, observation, and
surveys. Data analyses are being devel-
oped through in-depth study of each case Conclusion
separately. Finally, a cross-case analysis
will be performed. We expect to find empirical evidence of the assumption
that change processes in which stakeholders are actively
managed by leaders, resistance is reduced and, on the
other hand, willingness is increased. Thus, leading to
successful implementation of changing. Likewise, new
and refreshed concepts about the links between leader-
ship and stakeholder management mainly in the Higher
Education arenas will be generated.
Benefit for the South
Result • feed-back of change processes in Ecuadorian HEIs
• knowledge generation about change management
The main output is to achieve a bet- • theories generated from Latin American approaches
ter understanding of the six study-cases
through their individual analyses. The
partial findings will be further confirmed Benefit for the North
through a cross-case analysis of all six
cases. The obtained results will directly • comparison between North and South experiences
contribute to change management knowl- • knowledge generation about change management
edge towards a better comprehension of • publications from Latin American perspective
the role of the leaders for implementation
of needed changes in HEIs.