Abstract
Although higher educational institutions are increasingly faced with demands for deep changes and innovations, they have a very distinctive culture which makes rapid change difficult. In order to address this challenge, we have developed and validated a new multimedia, team-based simulation, EduSynergy, which provides a rich, realistic experience of a change management project in a university setting, including individual behaviours, group dynamics and cultural factors. Feedback from 375 workshop participants indicates that the simulation is realistic, and 90% believe that it contributes to their understanding of change management more effectively than a lecture.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Harung, H.S., Heaton, D.P., Alexander, C.N.: Evolution of organizations in the new millennium. Leadership and Organization Development Journal 20(4), 198–207 (1999)
Burnes, B.: Complexity theories and organizational change. International Journal of Management Reviews 7(2), 73–90 (2005)
Allen, D.K., Fifield, N.: Re-engineering change in higher education. Information Research 4(3) (1999), http://informationr.net/ir/4-3/paper56.html (accessed August 20, 2009)
Rowley, D.J., Sherman, H.: From strategy to change: Implementing the plan in higher education. Jossey-Bass, San Francisco (2001)
Becher, T., Trowler, P.: Academic tribes and territories: Intellectual enquiry and the culture of disciplines, 2nd edn. Open University Press, Philadelphia (2001)
Brown, D.G., Jackson, S.: Creating a Context for Consensus. In: Barone, C., Hagner, P.R. (eds.) Technology-enhanced teaching and learning, pp. 13–24. Jossey-Bass, San Francisco (2001)
Angehrn, A.A.: Learning to manage innovation and change through organizational and people dynamic simulations. In: Proceedings of the International Simulation and Gaming Association Conference (ISAGA 2005), Atlanta, USA (2005)
Angehrn, A.A.: Designing SmallWorld Simulations: Experiences and Developments. In: The 6th IEEE International Conference on Advanced Learning Technologies (ICALT 2006), Kerkrade, July 5-7 (2006)
Manzoni, J.F., Angehrn, A.A.: Understanding organizational dynamics of IT-enabled change: A multimedia simulation approach. Journal of Management Information Systems 14(3), 109–140 (1997)
Gilbert, N.: Computer simulation of social processes. Social Research Update 6 (1993), http://sru.soc.surrey.ac.uk/SRU6.html (accessed August 20, 2009)
Pfeffer, J., Sutton, R.I.: The knowing-doing gap. Harvard Business School Press, Boston (1999)
Salen, K., Zimmerman, E.: Rules of play: Game design fundamentals. MIT Press, Cambridge (2003)
Van der Vegt, G.S., Bunderson, J.S.: Learning and performance in multidisciplinary teams: The importance of collective team identification. Academy of Management Journal 48(3), 532–547 (2005)
Yilmaz, L., Oren, T.: Towards simulation-based problem solving environments for conflict management in computational social science. In: Proceedings of Agent 2003: Challenges in Social Simulation (2003)
Lainema, T., Lainema, K.: Advancing acquisition of business know-how: Critical learning elements. Journal of Research on Technology in Education 40(2), 183–198 (2007)
Nonaka, I.: A dynamic theory of organizational knowledge creation. Organization Science 5(1), 14–37 (1994)
Rogers, E.M.: Diffusion of innovations, 5th edn. Free Press, New York (2003)
Conner, D.R., Patterson, R.B.: Building Commitment to Organizational Change. Training and Development Journal, 18–30 (1982)
Roa, A.S., Georgeff, M.P.: Modeling rational agents within a BDI-architecture. In: Allen, J., Fikes, R., Sandewall, E. (eds.) Proceedings of the Second International Conference on Principles of Knowledge Representation and Reasoning (KR 1991), pp. 473–484. Morgan Kaufmann, San Francisco (1991)
Friedkin, N.E., Johnsen, E.C.: Social influence and opinions. Journal of Mathematical Sociology 15, 193–205 (1990)
Friedkin, N.E., Johnsen, E.C.: Social positions in influence networks. Social Networks 19, 209–222 (1997)
Leenders, R.: Structure and Influence: Statistical Models for the Dynamics of Actor Attributes, Network Structure and their Interdependence. Thesis Publishers, Amsterdam (1995)
Marsen, P.V., Friedkin, N.E.: Network studies of social influence. Sociological Methods and Research 22, 127–151 (1993)
Pfeffer, J.: Managing with Power: Politics and Influence in Organizations. Harvard Business School Press, Boston (1992)
Gladwell, M.: The tipping point: How little things can make a big difference. Little Brown and Company (2000)
Bower, D.E., Lawler, E.E.: The Empowerment of Service Workers: What, Why, How and When. Sloan Management Review 33(3), 31–39 (1992)
Kim, W.C., Mauborgne, R.: Procedural Justice and Managers’ In-Role and Extra-Role Behaviour: The Case of the Multinational. Management Science 42(4), 499–515 (1996)
Kim, W.C., Mauborgne, R.: Procedural Justice, Strategic Decision Making, and the Knowledge Economy. Strategic Management Journal 19, 323–338 (1998)
Kim, W.C., Mauborgne, R.: Fair Process: Managing in the Knowledge Economy. Harvard Business Review 81(1), 127–136 (2003)
Angehrn, A.A., Schönwald, I., Euler, D., Seufert, S.: Behind EduChallenge: An Overview of Models Underlying the Dynamics of a Simulation on Change Management in Higher Education; SCIL-Universität St Gallen, SCIL Report 7 (December 2005) ISBN: 3-906 528-43-X
Schönwald, I., Euler, D., Angehrn, A.A., Seufert, S.: EduChallenge Learning Scenarios: Designing and Evaluating Learning Scenarios with a Team-Based Simulation on Change Management in Higher Education; SCIL-Universität St Gallen, SCIL Report 8 (January 2006)
Kerr, C.: The uses of the university, 3rd edn. Harvard University Press, Cambridge (1982)
Blackwell, R., Preece, D.: Changing Higher Education. International Journal of Management Education 1(3), 3–13 (2001)
Pellert, A.: Die Besonderheiten der Organization Universitaet und ihrer Veraenderungsprozesse. In: Pellert, A., Welan, M. (eds.) Die formierte Anarchie: Die Herausforderung der Universitaetsorgnaization, pp. 81–112. WUV-Universtitaetsverlag, Wien (1995)
Taylor, P.G.: Making sense of academic life: academics, universities and change. SRHE and Open University Press, Buckingham (1999)
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2010 Springer-Verlag Berlin Heidelberg
About this paper
Cite this paper
Angehrn, A.A., Maxwell, K. (2010). EduSynergy: A Simulation-Based Change Management Experience for Higher Education Institutions. In: Lytras, M.D., et al. Technology Enhanced Learning. Quality of Teaching and Educational Reform. TECH-EDUCATION 2010. Communications in Computer and Information Science, vol 73. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-13166-0_6
Download citation
DOI: https://doi.org/10.1007/978-3-642-13166-0_6
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-13165-3
Online ISBN: 978-3-642-13166-0
eBook Packages: Computer ScienceComputer Science (R0)