With the implementation of the continuous educational reform since 2001 and the educational decentralization, Chinese schools have been empowered with more autonomy in leading and managing changes in schools. However, the literature in this area remains sparse since the previously inaccessible literature on changes in Chinese higher education. The purpose of this study is to explore how culture issues affect the change strategies in learning organisations by employed extensive literature review with qualitative interviews of four deans who had responded the implementation of change in schools. The findings mainly revealed that cultural factors are highly important for change process, which have either positive or negative influences on the functioning of implementation.
References
[1]
Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the Future: Revisiting Kotter’s 1996 Change Model. Journal of Management Development, 31, 764-782. https://doi.org/10.1108/02621711211253231
[2]
Atkinson, J. M., & Heritage, J. (1984). Structures of Social Action: Studies in Conversation Analysis. Cambridge University Press.
[3]
Borrego, M., & Henderson, C. (2014). Increasing the Use of Evidence-Based Teaching in STEM Higher Education: A Comparison of Eight Change Strategies. Journal of Engineering Education, 103, 220-252. https://doi.org/10.1002/jee.20040
[4]
Brown, J. D. (2001). UsingSurveysinLanguageProgrammes. Cambridge University Press.
[5]
Bryman, A. (2004). SocialResearchMethods. Oxford University Press.
[6]
Cardon, P. W., & Marshall, B. A. (2008). National Culture and Technology Acceptance: The Impact of Uncertainty Avoidance. IssuesinInformationSystems,9, 103-110.
Crandall, D. P., Eiseman, J. W., & Louis, K. S. (1986). Strategic Planning Issues That Bear on the Success of School Improvement Efforts. Educational Administration Quarterly, 22, 21-53. https://doi.org/10.1177/0013161x86022003002
[9]
Davis, L. (2001). DoingCulture:Cross-CulturalCommunicationinAction. Foreign Language Teaching and Research Press.
[10]
Doten-Snitker, K., Margherio, C., Litzler, E., Ingram, E., & Williams, J. (2021). Developing a Shared Vision for Change: Moving toward Inclusive Empowerment. Research in Higher Education, 62, 206-229. https://doi.org/10.1007/s11162-020-09594-9
[11]
Fry, G. W., & Bi, H. (2013). The Evolution of Educational Reform in Thailand: The Thai Educational Paradox. Journal of Educational Administration, 51, 290-319. https://doi.org/10.1108/09578231311311483
[12]
Fullan, M. (2006). Change Theory: A Force for School Improvement. CentreforStrategicEducation, SeminarSeriesPaper,157, 1-15.
[13]
Gupta, P. (2011). Leading Innovation Change—The Kotter Way. International Journal of Innovation Science, 3, 141-150. https://doi.org/10.1260/1757-2223.3.3.141
[14]
Guzmán, W. Z., Gely, M. I., Crespo, K., Matos, J. R., Sánchez, N., & Guerrero, L. M. (2011). Transformation of a Dental School’s Clinical Assessment System through Kotter’s Eight-Step Change Process. Journal of Dental Education, 75, 485-495. https://doi.org/10.1002/j.0022-0337.2011.75.4.tb05072.x
[15]
Hallinger, P. (2003). Leading Educational Change: Reflections on the Practice of Instructional and Transformational Leadership. Cambridge Journal of Education, 33, 329-352. https://doi.org/10.1080/0305764032000122005
[16]
Hallinger, P., & Kantamara, P. (2001). Exploring the Cultural Context of School Improvement in Thailand. School Effectiveness and School Improvement, 12, 385-408. https://doi.org/10.1076/sesi.12.4.385.3446
[17]
Hallinger, P., & Lee, M. (2011). A Decade of Education Reform in Thailand: Broken Promise or Impossible Dream? Cambridge Journal of Education, 41, 139-158. https://doi.org/10.1080/0305764x.2011.572868
[18]
Hartnell, C. A., Ou, A. Y., & Kinicki, A. (2011). Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework’s Theoretical Suppositions. Journal of Applied Psychology, 96, 677-694. https://doi.org/10.1037/a0021987
[19]
Hinde, E. (2003). Reflections on Reform: A Former Teacher Looks at School Change and the Factors That Shape It. TeachersCollegeRecordOnline, 17.
[20]
Hinde, E. R. (2004). School Culture and Change: An Examination of the Effects of School Culture on the Process of Change. EssaysinEducation,12, 1-12.
[21]
Hofstede, G. (2001). Culture’sConsequences:ComparingValues, Behaviors, InstitutionsandOrganizationsacrossNations (2nd ed.). Sage Publications.
[22]
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, andOrganizations:TheGLOBEStudyof62Societies. Sage Publications Ltd.
[23]
Kang, S. P., Chen, Y., Svihla, V., Gallup, A., Ferris, K., & Datye, A. K. (2022). Guiding Change in Higher Education: An Emergent, Iterative Application of Kotter’s Change Model. Studies in Higher Education, 47, 270-289. https://doi.org/10.1080/03075079.2020.1741540
[24]
Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. HarvardBusinessReview,85, 59-67.
[25]
Kotter, J. P. (1996). LeadingChange. Harvard Business School Press.
[26]
Kotter, J. P. (2007). Leading Change: Why Transformation Efforts Fail. HarvardBusinessReview, 85, 96-103.
[27]
Kotter, J. P., & Cohen, D. S. (2002). TheHeartofChange. Harvard Business School Press.
[28]
Kotter, J. P., & Schlesinger, L. A. (2008). Choosing Strategies for Change. HarvardBusinessReview, 86, 1-11.
[29]
Lau, C., Tse, D. K., & Zhou, N. (2002). Institutional Forces and Organizational Culture in China: Effects on Change Schemas, Firm Commitment and Job Satisfaction. Journal of International Business Studies, 33, 533-550. https://doi.org/10.1057/palgrave.jibs.8491030
[30]
Li, D. M., & Guo, X. (2012). A Comparison of Power Distance of Chinese English Teachers and Chinese Non-English Teachers in Classroom Communication. InterculturalCommunicationStudies, 1, 221-239.
[31]
McDonough, J., & McDonough, S. (1997). ResearchMethodsforLanguageTeachers. Arnold.
[32]
McQueen, R., & Knussen, C. (2002). ResearchMethodsforSocialScience. Pearson Education Ltd.
[33]
Merkin, R. S. (2006). Uncertainty Avoidance and Facework: A Test of the Hofstede Model. International Journal of Intercultural Relations, 30, 213-228. https://doi.org/10.1016/j.ijintrel.2005.08.001
[34]
Nelissen, P., & van Selm, M. (2008). Surviving Organizational Change: How Management Communication Helps Balance Mixed Feelings. Corporate Communications: An International Journal, 13, 306-318. https://doi.org/10.1108/13563280810893670
[35]
Ng, S. (2011). Managing Teacher Balkanization in Times of Implementing Change. International Journal of Educational Management, 25, 654-670. https://doi.org/10.1108/09513541111172072
[36]
Oudenhoven, J. P. V. (2001). Do Organizations Reflect National Cultures? A 10-Nation Study. InternationalJournalofInterculturalRelations, 25, 89-107.
[37]
Punj, A., & Krishnan, V. R. (2006). Transformational Leadership and Altruism: Role of Power Distance in a High Power Distance Culture. https://www.researchgate.net/publication/258919658_Transformational_leadership_and_altruism_Role_of_power_distance_in_a_high_power_distance_culture
[38]
Soares, A. M., Farhangmehr, M., & Shoham, A. (2007). Hofstede’s Dimensions of Culture in International Marketing Studies. Journal of Business Research, 60, 277-284. https://doi.org/10.1016/j.jbusres.2006.10.018
[39]
Stragalas, N. (2010). Improving Change Implementation Practical Adaptations of Kotter’s Model. ODPractitioner,42, 31-38.
[40]
Tang, S., Lu, J., & Hallinger, P. (2014). Leading School Change in China: A Review of Related Literature and Preliminary Investigation. International Journal of Educational Management, 28, 655-675. https://doi.org/10.1108/ijem-07-2013-0114
[41]
Tavanti, M. (2012). The Cultural Dimensions of Italian Leadership: Power Distance, Uncertainty Avoidance and Masculinity from an American Perspective. Leadership, 8, 287-301. https://doi.org/10.1177/1742715012441876
[42]
Thien, L. M., Thurasamy, R., & Abd Razak, N. (2014). Specifying and Assessing a Formative Measure for Hofstede’s Cultural Values: A Malaysian Study. Quality & Quantity, 48, 3327-3342. https://doi.org/10.1007/s11135-013-9959-5
[43]
Torelli, C. J., & Shavitt, S. (2010). Culture and Concepts of Power. Journal of Personality and Social Psychology, 99, 703-723. https://doi.org/10.1037/a0019973
[44]
Tu, J. T., Liu, S. W., & Ting, M. J. (2009). A Comparative Analysis of Culture among Taiwan, Hong Kong, and Chinese Mainland: Employing Hofstede’s Cultural Dimensions. JournalofScienceandTechnologyandHumanitiesofTransworldInstituteofTechnology,9, 43-59.
[45]
Wentworth, D. K., Behson, S. J., & Kelley, C. L. (2020). Implementing a New Student Evaluation of Teaching System Using the Kotter Change Model. Studies in Higher Education, 45, 511-523. https://doi.org/10.1080/03075079.2018.1544234
[46]
Woodside, A. G., Hsu, S., & Marshall, R. (2011). General Theory of Cultures’ Consequences on International Tourism Behavior. Journal of Business Research, 64, 785-799. https://doi.org/10.1016/j.jbusres.2010.10.008
[47]
Zamawe, F. (2015). The Implication of Using NVivo Software in Qualitative Data Analysis: Evidence-Based Reflections. Malawi Medical Journal, 27, 13-15. https://doi.org/10.4314/mmj.v27i1.4
