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Institutional change toward a sustainability agenda: how far can theory assist?

Research output: Contribution to journalJournal article

Published

Standard

Institutional change toward a sustainability agenda : how far can theory assist? / Trowler, Paul; Hopkinson, Peter; Comerford Boyes, Louise.

In: Tertiary Education and Management, Vol. 19, No. 4, 2013, p. 1-13.

Research output: Contribution to journalJournal article

Harvard

Trowler, P, Hopkinson, P & Comerford Boyes, L 2013, 'Institutional change toward a sustainability agenda: how far can theory assist?', Tertiary Education and Management, vol. 19, no. 4, pp. 1-13. https://doi.org/10.1080/13583883.2013.798349

APA

Trowler, P., Hopkinson, P., & Comerford Boyes, L. (2013). Institutional change toward a sustainability agenda: how far can theory assist? Tertiary Education and Management, 19(4), 1-13. https://doi.org/10.1080/13583883.2013.798349

Vancouver

Author

Trowler, Paul ; Hopkinson, Peter ; Comerford Boyes, Louise. / Institutional change toward a sustainability agenda : how far can theory assist?. In: Tertiary Education and Management. 2013 ; Vol. 19, No. 4. pp. 1-13.

Bibtex

@article{4cc9d772d56c461fabfae7c07b53ea7f,
title = "Institutional change toward a sustainability agenda: how far can theory assist?",
abstract = "This paper offers a case study of a major university initiative to embed sustainability into practices there in a number of ways, with a focus here on embedding the sustainability agenda across the curriculum. The purpose of this is to examine how far the concepts and axioms around change processes which run out of two theoretical traditions are borne out by this case. Those traditions are, first, social practice theory (SPT), an ontological perspective on the social world which has implications for how both stability and change are accomplished in organizations and beyond them. Second is an approach to the management of change specifically, a more immediately practical theory termed complex-adaptive systems theory (CAST). The paper{\textquoteright}s intent is to consider how far such theories of change offer managers lenses for seeing the issues involved, while illuminating some of the key factors that the social practice and CAS viewpoints foreground. ",
keywords = "MANAGEMENT, leadership, sustainability, curriculum design",
author = "Paul Trowler and Peter Hopkinson and {Comerford Boyes}, Louise",
year = "2013",
doi = "10.1080/13583883.2013.798349",
language = "English",
volume = "19",
pages = "1--13",
journal = "Tertiary Education and Management",
issn = "1358-3883",
publisher = "Routledge",
number = "4",

}

RIS

TY - JOUR

T1 - Institutional change toward a sustainability agenda

T2 - how far can theory assist?

AU - Trowler, Paul

AU - Hopkinson, Peter

AU - Comerford Boyes, Louise

PY - 2013

Y1 - 2013

N2 - This paper offers a case study of a major university initiative to embed sustainability into practices there in a number of ways, with a focus here on embedding the sustainability agenda across the curriculum. The purpose of this is to examine how far the concepts and axioms around change processes which run out of two theoretical traditions are borne out by this case. Those traditions are, first, social practice theory (SPT), an ontological perspective on the social world which has implications for how both stability and change are accomplished in organizations and beyond them. Second is an approach to the management of change specifically, a more immediately practical theory termed complex-adaptive systems theory (CAST). The paper’s intent is to consider how far such theories of change offer managers lenses for seeing the issues involved, while illuminating some of the key factors that the social practice and CAS viewpoints foreground.

AB - This paper offers a case study of a major university initiative to embed sustainability into practices there in a number of ways, with a focus here on embedding the sustainability agenda across the curriculum. The purpose of this is to examine how far the concepts and axioms around change processes which run out of two theoretical traditions are borne out by this case. Those traditions are, first, social practice theory (SPT), an ontological perspective on the social world which has implications for how both stability and change are accomplished in organizations and beyond them. Second is an approach to the management of change specifically, a more immediately practical theory termed complex-adaptive systems theory (CAST). The paper’s intent is to consider how far such theories of change offer managers lenses for seeing the issues involved, while illuminating some of the key factors that the social practice and CAS viewpoints foreground.

KW - MANAGEMENT

KW - leadership

KW - sustainability

KW - curriculum design

U2 - 10.1080/13583883.2013.798349

DO - 10.1080/13583883.2013.798349

M3 - Journal article

VL - 19

SP - 1

EP - 13

JO - Tertiary Education and Management

JF - Tertiary Education and Management

SN - 1358-3883

IS - 4

ER -