Making educational organizations able to change: a literature review

Purpose Educational organizations have to continuously adapt their structures, processes and practices to meet the evolving institutional and social challenges raised by the external environment. From this point of view, organizational change is a fundamental ingredient of the recipe for success in educational management. The purpose of this paper is to contextualize organizational change to educational institutions, pointing out its determinants, barriers and consequences. Design/methodology/approach A systematic literature review was performed. On the whole, it concerned 330 scientific contributions. Manuscripts were searched in two large citation databases. Tailored selection and inclusion criteria were designed in order to exclusively focus on papers investigating organizational change dynamics in the educational environment. In sum, 41 contributions were included in this literature review. Findings Organizational change in the educational context paves the way for various managerial challenges. First, the internal and external triggers of change should be concomitantly handled, in order to curb isomorphic pressures and steer organizational evolution. Second, specific strategies should be implemented to overcome the barriers to organizational change, including ambiguity and uncertainty. Finally, yet importantly, the side effects of organizational change should be recognized, in an attempt to attenuate their drawbacks on employees' working conditions. Practical implications - Organizational change should be understood as an iterative process, rather than as a circumscribed event. Educational managers should design specific approaches and deploy ad hoc tools to effectively implement organizational change. Originality/value This study attempts to systemize the current scientific literature about organizational change in the field of educational management, illuminating some intriguing avenues for further research.