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Change Management in Higher Ed-

ucation Institutions: A Stakeholder

Management Approach
Dolores Sucozhañay
• Location: Ecuador, Azuay- Cuenca and Guayas-Guayaquil
• Promotor/supervisor:
- Martin Euwema, Faculty of Psychology and Educational
Sciences, Department of Work, Organizational and
Personnel Psychology
- Enrique Santos Jara, University of Cuenca.
• October 2009 – October 2013

Problem Activities
Currently, Higher Education Institutions This project will analyze leadership, stake-
(HEIs) are being influenced by prompt holder management and their relation
changes occurring within international and within the frame of change implemen-
national contexts. For this reason, HEIs tation in HEIs. Figure 1 depicts the hy-
should restructure themselves and look pothesis of relationships among these
for changes to maintain their effective- concepts. To develop this research, a
ness. Previous studies on HEIs in Latin qualitative approach and an multiple-case
America evidenced little effectiveness in study design are being applied. Six pro-
proposing and implementing changes. An cesses of change in two universities were
selected: University of Cuenca and Catho-
lic University of Guayaquil. Data has been
Summary collected from multiple sources such as
documents, interviews, observation, and
The aim of this research is to achieve surveys. Data analyses are being devel-
an in-depth understanding of how oped through in-depth study of each case Conclusion
change processes in Higher Educa- separately. Finally, a cross-case analysis
tion Institutions are developed and par- will be performed. We expect to find empirical evidence of the assumption
ticularly the role that leaders play to that change processes in which stakeholders are actively
manage the stakeholders in order to managed by leaders, resistance is reduced and, on the
complete changes successfully. Our other hand, willingness is increased. Thus, leading to
general assumption is that in cases successful implementation of changing. Likewise, new
where stakeholders are actively man- and refreshed concepts about the links between leader-
aged by leaders, implementation of ship and stakeholder management mainly in the Higher
change is more effective. It will be Education arenas will be generated.
studied in the context of Higher Educa- important fact contributing to this poor
tion in Ecuador, as exemplary of Latin success is the bureaucratic organiza-
America. tional structure leading to autonomous Benefit for the South
faculties and schools unaware of present
demands of the University and society. Result • feed-back of change processes in Ecuadorian HEIs
Moreover, since most of the authorities • knowledge generation about change management
in public universities are elected by vote The main output is to achieve a bet- • theories generated from Latin American approaches
there is a prominent risk of politicize and ter understanding of the six study-cases
stop of necessary management decisions. through their individual analyses. The
Furthermore, authorities are rarely trained partial findings will be further confirmed Benefit for the North
in management of changes in complex through a cross-case analysis of all six
organizations such as universities. Thus, cases. The obtained results will directly • comparison between North and South experiences
a good combination of leadership and contribute to change management knowl- • knowledge generation about change management
stakeholder management is needed. edge towards a better comprehension of • publications from Latin American perspective
the role of the leaders for implementation
of needed changes in HEIs.

The doctoral research is realised with the financial support from the VLIR-UOS Interuniversity Cooperation Programme with
with the University of Cuenca. We receive valuable assistance from Prof. Dr. Karel De Witte, co-promotor at the KU Leuven,
Ing. Fabián Carrasco, Rector of the University of Cuenca and Ing. Silvana Larriva, Vicerector of the University of Cuenca.