Esterhazy, R: Organizational Change in Response to the German Excellence Initiative: A Case Study of Humboldt University of Berlin

Abstract

This chapter explores the organizational changes which took place within Humboldt University of Berlin (HU Berlin) after it initially applied to the German Excellence Initiative. Using a case study design, it addresses questions about the extent to which organizational changes have been triggered strategically by the university leadership and the role institutional identity has played in facilitating or impeding change. The findings indicate that organizational change emerged from a struggle between strategic leadership decisions and the status-quo orientation of the university’s governing bodies. Moreover, responses were driven by the threat of losing reputation and legitimacy through failure in the Excellence Initiative, thereby exposing considerable identity-driven forces within the university.