Some Further Reading
Ackerman, L. (1997) Development, transition or transformation: the question of change in organisations. In: Van Eynde, D., Hoy, J. and Van Eynde, D. (eds) Organisation Development Classics. San Francisco, Jossey Bass.
American Association for Higher Education (2000) Lessons Learned from FIPSE Projects IV – Forum on Faculty Roles and Rewards. (http: accessed 4 February 2002).
Anghern, A. (2004) Behind the EIS Simulation: An overview of models underlying the simulation dynamics. CALT Report
Balogun, J, Hope Hailey, V (2003) Exploring Strategic Change FT Prentice Hall
Bamber, V, Trowler, P, Saunders, M, and Knight, P (April 2009) Enhancing Learning, Teaching, Assessment and Curriculum in Higher Education: Theory, Cases, Practices. Buckingham: Open University Press. Pp230
Bascia, N. and Hargreaves, A. (2000) Teaching and leading on the sharp edge of change, in: N. Bascia and A. Hargreaves (eds.) The Sharp Edge of Educational Change: Teaching, leading and the realities of reform. (London: RoutledgeFalmer), 3-26.
Blackler, F. (1995). “Knowledge, knowledge work and organisations: an overview and interpretation.” Organisational Studies 16(6): 1021-1045.
Blackwell, R. and Preece, D. (2001) Changing Higher Education, The International Journal of Management Education, 1(3), 4-14.
Bonamy J, Charlier B, Saunders M [2001] ‘Bridging Tools’ for change: evaluating a collaborative learning network Journal of Computer Assisted Learning Vol 17, no 3 pp295-305
Bonamy J., Charlier B., Saunders M., (2001), "Produire la qualité dans la diversité: comment un réseau de formation construit sa qualité", Education Permanente, n°147, 2001-2, p.131-139
Bridges, W (2003) Managing Transitions, Da Capo Press.
Bridges, W. (1998) Leading Organizational Transitions. .
Brophy, J. (1999) Research on motivation in education: past, present and future, in: Urdan, T. C. (Ed.) The Role of Context: Advances in Achievement and Motivation. Stamford, CT: JAI Press Inc, pp. 1-44.
Brown, A. (1995) Organisational Culture. London, Pitman.
Conner, D.R. and Patterson, R.B. (1982) Building Commitment to Organizational Change. Training and Development Journal, 36(4), 18-30.
Davenport, T. H. and Prusak, L. (1998) Working Knowledge, Boston Mass: Harvard University Press.
Dawson, S.J.N.D. (1996) Analysing Organisations. Hampshire, Macmillan.
Deal, T and Kennedy, A. (1992) Corporate Cultures: The Rites and Rituals of Corporate Life Addison Wesley, Reading, Mass
Dweck, C. (1999) Self-theories: their role in motivation, personality and development. Philadelphia: Psychology Press.
Dyer, C. (1999) Researching the Implementation of Educational Policy: a backward mapping approach, Comparative Education, 35(1): 45-61.
Fullan, M. (1993) Change Forces. London: Falmer.
Fullan, M. (1999) Change Forces: The Sequel.Falmer Press.
Fullan, M. (1999) Change Forces: The sequel. London: Falmer.
Fullan, M. (2001).The New Meaning of Educational Change, 3rd edition. New York: Teachers’ College Press.
Geertz, C. (1993). The Interpretation of Cultures. New York, Fontana.
Gladwell, M. (2000) The tipping point: How little things can make a big difference. Boston u.a.: Little, Brown.
Gray, J. Hopkins, D., Reynolds, D., Wilcox, B., Farrell, S. and Jesson, D. (1999) Improving Schools: Performance and potential. Buckingham: Open University Press
Handy, C. and R. Aitken (1986).Understanding Schools as Organisations. London, Penguin.
Hannan, A. and Silver, H. (2000) Innovating in Higher Education: teaching, learning and institutional cultures. Buckingham: Open University Press/SRHE
HE Academy Resources on Facilitating Change.
Helsby, G. and Saunders, M. (1993) Taylorism, Tylerism and performance indicators: defending the indefensible, Educational Studies, 19(1), 55-77.
Helsby, G., Saunders, M. Taylorism, Tylerism and Performance Indicators: Defending the Indefensible. Educational Studies, Vol 19, No 1, pp 55-77, 1993.
Hopkins, D. (2001) School Improvement for Real. London: Routledge.
Hopkins, D. (2002) The Evolution of Strategies for Educational Change: Implications for Higher Education. LTSN Generic Centre.
Johnson G, Scholes K & Whittington R (2006) Chapter four - Expectations & Purposes inExploring Corporate Strategy, FT Prentice Hall.
Knight P and Saunders M Understanding Teachers' Professional Cultures Through Interview: A Constructivist Approach in Evaluation and Research in Education Vol 13:3 1999 pp144-157
Knight, P. T. (2002) Learning from Schools, Higher Education, 40(4)
Knight, P. T. (2003, forthcoming) Evaluating the Brokers, in: N. Jackson (Ed.) Brokering for Change in Higher Education. Farnham: Ashgate Publishing.
Knight, P. T. and Trowler, P. R. (2001) Departmental Leadership in Higher Education. Buckingham: Society for Research in Higher Education & Open University Press.
Kotter, J, P (1996) Leading Change, Harvard Business School Press.
Kotter, J. (1995) Leading Change: Why Transformation Efforts Fail, Harvard Business Review, March-April.
Land, R. (2001) Agency, context and change in academic development, International Journal for Academic Development, 6(1), 4-20.
Lewin, R. and Regine, B. (1999) The Soul at Work: Unleashing the power of complexity science for business success. Orion Business.
Lockitt, W. (2004) Change Management. 3T Productions
Lucas, A. (1999) Six fallacies that stifle change - and how to overcome them. American Association for Higher Education Bulletin November 1999.
McLaughlin, M., (1999) Theory-based Change: going deeper, going broader.Paper presented to the Professional Actions and Cultures of Teachers conference, Hong Kong, January 8th.
McNay, I. (1995) From the collegial academy to the corporate enterprise: the changing cultures of universities in Schuller, T. (ed) The Changing University? Buckingham, SRHE and the Open University press.
Mintzberg, H. (1989) Mintzberg on Management: inside our strange world of organisations Chicago, Free Press.
Mulford, A (2006) Leading Change for Student Achievement Journal of Educational Change Volume 7, Numbers 1-2 / March, 2006
Nash, J., Plugge, L and Eurelings, A. (2000) Defining and Evaluating CSCL Projects. Unpublished paper, Stanford CA: Stanford University.
Nonaka, I and Takauchi, H. (1995) The Knowledge-creating Company. New York: Oxford.
Olson, E.E. and Eoyang, G.H. (2001) Facilitating Organizational Change: Lessons from Complexity Science. Jossey-Bass/Pfeiffer.
Orlikowski, W. (1996) Improvising organisational transformation over time: a situated change perspective.Information Systems Research, 7(1), p63-92.
Paul, J-J. (2002) What makes a good knowledge-based economy worker?Presentation to the STRATA-ETAN ‘Foresight for higher education/research relations’ group, Brussels, 27 March.
Pennington, G. (2003) Guidelines for Promoting and Facilitating Change. LTSN Generic Centre
Pfeffer, J. and Sutton, R. (2000) The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action. San Francisco: Berrett-Koehler Publications.
Prosser, M. and Trigwell, K. (1999) Understanding Learning and Teaching. Buckingham: Society for Research in Higher Education and Open University Press.
Ramsden, P. (1998) Learning to Lead in Higher Education. London: Routledge.
Rogers, E.M. (2003) Diffusion of Innovations. New York: Free Press.
Salmon, G. (2005) Flying not flapping: a strategic framework for e-learning and pedagogical innovation in higher education institutions. ALT-J, 13 (3), 201-218.
Sashkin, M. and H. Walberg (1993).Educational Leadership and School Culture.Berkeley, USA, McCutchan.
Saunders M (2000) Beginning an Evaluation with RUFDATA: Theorizing a Practical Approach to Evaluation Planning in Evaluation Vol 6 [1] 7-21
Saunders M (2006) The presence of evaluation theory and practice in educational and social development: toward an inclusive approach in London Review of Education Vol. 4, No 2, July 2006, pp. 197-215
Saunders M and Machell J [2000] Understanding emerging trends in higher education curricula and work connections in Higher Education Policy 13 287-302
Saunders M Organisational culture and the use of electronic support for occupational learning in the Journal of Computer Assisted Learning Vol 14 no2 pp 36-51
Saunders M, Bonamy J and Charlier B (2005) Using evaluation to create ‘provisional stabilities’: bridging innovation in Higher Education change processes in Evaluation: the International Journal of Theory, Research and Practice, Vol. 11, No 2, pp 37-55
Saunders M, Trowler P, Bamber V (2011) Reconceptualising Evaluative Practices in Higher Education: the practice turn (McGraw-Hill, Open University Press)
Saunders, M (2006) From 'organisms' to 'boundaries': the uneven development of theory narratives in education, learning and work connections in Journal of Education and Work, Vol 19, No 1pp 1-27, Volume 11, Number 1, Spring 2005
Saunders, M. Researching Professional Learning. Journal of Computer Assisted Learning, Vol 11, no 3, pp 231-238 1995
Saunders, M. (1998). “Organisational Culture: electronic support for occupational learning.” Journal of Computer Assisted Learning 14: 170-182.
Saunders, M. Beginning an evaluation with RUFDATA: theorizing a practical approach to evaluation planning, Evaluation, 6(1). 7-21.
Saunders, M., (2011) "Experimentation and development through the CETL programme: connections between education, learning and working", Higher Education, Skills and Work-based Learning, Vol. 1 Iss: 3
Saunders, M., (2011) Capturing effects of interventions, policies and programmes in the European contaxt: a social practice perspective in Evaluation: the International Journal of Theory, Research and Practice, Vol. 17, No 1, ,pp 89-103.
Schein, E, H.( 1985) Organisational Culture and Leadership, Jossey Bass, San Francisco, CA.
Spencer-Mathews, S. (2001) Enforced Cultural Change in Academe: implementing quality management systems in higher education. Assessment and Evaluation in Higher Education, 26, 1, 51-59.
Stacey, R. (1996) Strategic Management and Organizational Dynamics. 2nd Ed, London, Pitman.
Stenhouse, L. (1975) An Introduction to Curriculum Research and Development, London: Heinemann.
Thurley, K. and Wirdenius, H. (1973) Supervision: A Reappraisal,London, Heinemann.
Trowler, P (1998) Sections from academics responding to Change.pp 24 – 30. Open University Press.
Trowler, P. (1998) Academics Responding to Change: New Higher Education Frameworks and Academic Cultures. Open University Press.
Trowler, P. (2008)Cultures and Change in Higher Education: Theories and Practices. London: Palgrave Macmillan
Trowler, P. and Cooper, A. (2002) Teaching and Learning Regimes: implicit theories and recurrent practices in the enhancement of teaching and learning through educational development programmes. Higher Education Research and Development, 21, 3, 221-240.
Trowler, P. and Knight, P. (2001) Exploring the implementation gap: theory and practices in change interventions.In P. Trowler (Ed.) Higher Education Policy and Institutional Change. Buckingham: Open University Press/SRHE.
Trowler, Saunders and Knight (2003) Change Thinking, Change Practices, available at:
Wagner, A (2001) Leadership for Learning: An Action Theory of School Change
Weick, K. E. and Quinn, R. E. (1999) Organisational change and development. Annual Review of Psychology, 50 p361-86.
Weiss, C. (1995) Nothing as practical as a good theory: exploring theory-based evaluation for comprehensive community initiatives, in: Connell, J. et al., (Eds.) New Approaches to Evaluating Community Initiatives: concepts, methods and contexts. The Aspen Institute, Washington, 1995.
Williams, D Transitions: managing personal and organisational change Eos Career Services.