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Managing Organizational Change in Higher Education : Lessons from the University of Botswana

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dc.contributor.author Munyae, Margaret M.
dc.contributor.author Mulinge, Munyae M.
dc.date.accessioned 2015-06-16T10:49:44Z
dc.date.available 2015-06-16T10:49:44Z
dc.date.issued 2008
dc.identifier.citation To cite this article: Munyae Masai Mulinge & Margaret M. Munyae (2008) Managing Organizational Change in Higher Education: Lessons From the University of Botswana, Journal of African Business, 9:1, 167-190, DOI: 10.1080/15228910802052955 en_US
dc.identifier.issn 1522-9076
dc.identifier.uri http://erepo.usiu.ac.ke/11732/318
dc.description A Journal article by Dr. Margaret M. Munyae, a Lecturer at the School of Humanities and Social Sciences in USIU- Africa en_US
dc.description.abstract Utilizing data collected from a randomly selected sample of 360 academic and managerial staff, regression analysis was performed to identify the determinants of acceptance of change among employees at the University of Botswana. The results showed moderate levels of employee acceptance of innovations and revealed that, of the four categories of substantive factors analyzed, managerial features were the most important determinants of acceptance of organizational change. It was concluded that management action is needed to boost the levels of acceptance of change and that a more participative approach to the management of the change process is necessary to guarantee the involvement of all stakeholders from the decision-making to the implementation and administration stages of the process. en_US
dc.publisher Journal of African Business en_US
dc.subject Academic staff en_US
dc.subject Higher education en_US
dc.subject Innovation en_US
dc.subject Management en_US
dc.subject Managerial staff en_US
dc.subject Organizational change en_US
dc.subject Participation in decision making en_US
dc.title Managing Organizational Change in Higher Education : Lessons from the University of Botswana en_US
dc.type Article en_US


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