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Same Organization, Different Worlds: Exploring the Process of Organizational Change in DEI Initiative Implementation at a Small Liberal Arts College

@masterthesis{Petersen2022, author = "Petersen, Hannah", title = {{Same Organization, Different Worlds: Exploring the Process of Organizational Change in DEI Initiative Implementation at a Small Liberal Arts College}}, type = {Bachelor's Thesis}, howpublished = "\url{https://ir.hamilton.edu/do/97187c6f-27d5-43d6-9aa5-2680253344d1}", institution = {Hamilton College}, year = 2022, month = may, school = {Sociology}, }
BibTeX
@masterthesis{Petersen2022,
       author = "Petersen, Hannah",
       title =  {{Same Organization, Different Worlds: Exploring the Process of Organizational Change in DEI Initiative Implementation at a Small Liberal Arts College}},	
       type = {Bachelor's Thesis},

       howpublished = "\url{https://ir.hamilton.edu/do/97187c6f-27d5-43d6-9aa5-2680253344d1}",
       institution = {Hamilton College},
       year = 2022,
       month = may,
       school = {Sociology},
}
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Creator
  • Petersen, Hannah
    Role:
    Author
    Institution:
    Hamilton College
    Affiliation:
    Student
    Class Year:
    2022
Date

May 2022

Description

While ample literature has discussed either the factors that lead to organizational change or organizational and cultural dynamics that contribute to change resistance, few case studies have examined both within the same change process. This study seeks to investigate the reasons why diversity, equity, and inclusion policies were implemented at a small eastern liberal arts college, and it also assesses the resistance to these initiatives that arose from various constituencies. Drawing on interview data collected from twenty key actors in the College’s DEI implementation process, as well as the analysis of public documents, I find that normative and mimetic isomorphic pressures influenced administrative efforts towards organizational change. Additionally, I discover that sensemaking processes and moral beliefs held by leaders of student and faculty groups contributed to perceptions of the College and its administration as "racist,” thus leading to mistrust and actions to counter official efforts towards change. The data also allow me to note that organizational politics contributed to change resistance, as students and faculty leaders and administrators possessed opposing views on who should hold organizational power. Ultimately, this study provides a deeper understanding of the complexities involved in organizational change, which are not only attributed to structural factors, but cultural and interactional differences between organizational actors.

Type of Work
Institution

Hamilton College

Area of Study
Degree

Bachelor of Arts

Advisor
Part of Collection

Senior Theses

Rights Statement

The copyright for this work is held by its creators and Hamilton College. More information

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