This article argues for a new theoretical paradigm for the analysis of change in educational institutions that is able to deal with such issues as readiness for change, transformational change and the failure of change strategies. Punctuated equilibrium (Tushman and Romanelli, 1985) is a theory which has wide application. It envisages long-term change as being made up of a succession of long periods of relative stability interspersed by brief periods of rapid profound change. In the periods of stability only relatively (...) small incremental changes are possible. The periods of transformational change may be triggered by external or internal influences. A recent study of the long-term process of internationalisation in higher education institutions shows evidence to support the theory: long periods of incremental change, events precipitating profound change and the failure of externally imposed attempts to change. Also, as the theory predicts, changes in collegial organisations are slower and more uncertain than changes in managed organisations. (shrink)

This article argues for a new theoretical paradigm for the analysis of change in educational institutions that is able to deal with such issues as readiness for change, transformational change and the failure of change strategies. Punctuated equilibrium is a theory which has wide application. It envisages long-term change as being made up of a succession of long periods of relative stability interspersed by brief periods of rapid profound change. In the periods of stability only relatively small incremental changes are (...) possible. The periods of transformational change may be triggered by external or internal influences. A recent study of the long-term process of internationalisation in higher education institutions shows evidence to support the theory: long periods of incremental change, events precipitating profound change and the failure of externally imposed attempts to change. Also, as the theory predicts, changes in collegial organisations are slower and more uncertain than changes in managed organisations. (shrink)

Applied sociology will be understood in the following discussion as a unique and original form of sociology; i.e., in its logic and practice distinguished from traditional sociology it is understood as an explanatory body of knowledge and an intellectual discourse about intentional/purposeful social action and behavior. The application of sociology proper to such substantive fields as family, art, law and sport, commonly called applied sociology, which reproduce the body of sociological knowledge just a second time, is not part of such (...) understanding. Applied sociology in its original sense has its own logic in which purpose, implementation and the process of social-problem solution are crucial. It will in the end lead to an applied action or implementation theory. It is, to paraphrase Lazarsfeld, the methodology of “sociology in action” (1960). (shrink)

This paper develops hypotheses about the implications of different types of decision for the utilization of different types of systematically produced information: data, research, and analysis. The engineering and enlightenment models found in the knowledge utilization literature prove inadequate for this purpose. We turn to three decision models—routine, incremental, and fundamental–and determine their implied demands for information. We also examine how information might be used in scanning procedures in anticipation of decision regime shifts. The results suggest that patterns of information (...) should differ markedly in each decision context and indicate that there may be an inherent bias against the use of research in decision. (shrink)

Here we present the framework of a new approach to assessing the capacity of research programs to achieve social goals. Research evaluation has made great strides in addressing questions of scientific and economic impacts. It has largely avoided, however, a more important challenge: assessing (prospectively or retrospectively) the impacts of a given research endeavor on the non-scientific, non-economic goals—what we here term public values —that often are the core public rationale for the endeavor. Research programs are typically justified in terms (...) of their capacity to achieve public values, and that articulation of public values is pervasive in science policy-making. We outline the elements of a case-based approach to public value mapping of science policy, with a particular focus on developing useful criteria and methods for assessing public value failure, with an intent to provide an alternative to market failure thinking that has been so powerful in science policy-making. So long as research evaluation avoids the problem of public values, science policy decision makers will have little help from social science in making choices among competing paths to desired social outcomes. (shrink)