case study of organizational change in a small, private junior college

• Online Access: http://hdl.handle.net/2047/D20196436

The purpose of this case study is to investigate how a small junior college fully transformed into a baccalaureate institution. The Burke-Litwin (1992) model of organizational change provided a theoretical framework for this study's design and analysis, as did an understanding of transformational leadership. This study's primary research question is: What has been the role of leadership in creating the organizational change required to transform Fisher College from a private two-year junior college to a four-year private baccalaureate institution? Sub-questions include: (1) How was the institution led through this transformational process?; and (2) How do stakeholders describe Fisher College's transformation and the role of leadership throughout the process? Multiple stakeholders were interviewed across departmental levels and roles, representing the various perspectives of the faculty, staff, the Board of Trustees, and the President. Senior level executives, middle managers, full time faculty and program directors contributed to a full understanding of the College's transformation. Analysis of the interview data led to the emergence of ten primary themes, and three major ideas. The President's role in driving organizational change was the single-most attributed factor to the success of the transformation; Alignment with the Board of Trustees was instrumental in facilitating change, as was Fisher's small, collaborative environment, which contributed greatly to its ability to undergo a rapid transformation; and organizational change needed to occur in parallel throughout the Burke-Litwin (1992) dimensions.