Skip to main content
Article thumbnail
Location of Repository

The potential contribution of change management literature to understand and support student transitions

By Elizabeth A. Heathcote and Peter G. Taylor


The transition to tertiary student and then to working professional are likely to be particular instances of a range of transitions university students will face in their adult life. In the context of an Australian higher education environment of increasing accountability and competitiveness and the constantly changing work environment that graduating students will face, this paper identifies models and research in organisational change management that provide a theoretical basis for examining student transition during higher education. \ud This paper identifies implications for the provision of effective support for the identity transitions that tertiary students face, based on three main theoretical models from the field of organisational change management, and provides an example of the supports as they may apply in the transition from student to professional

Topics: 130399 Specialist Studies in Education not elsewhere classified, student support, transition, HERN, change management
Publisher: Higher Education Research and Development Society of Australasia (HERDSA)
Year: 2007
OAI identifier:

Suggested articles


  1. (1998). Bringing Life to Organisational Change. Journal for Strategic Performance Measurement,
  2. (2001). Emotion, learning and Organisational Change – towards an integration of psychoanalytic and other perspectives.
  3. (2000). Generic capabilities of ATN University Graduates, Report prepared for the Teaching and
  4. (1952). Group decision and social change.
  5. (1999). Making Sense of Academic Life: Academics, Universities and Change.
  6. (1973). On death and dying. London :
  7. (1995). reprinted 2007), Leading Change: Why Transformation Efforts Fail.
  8. (1999). Teaching for Quality Learning at University.
  9. (2005). The First Year Experience in Australian Universities: Findings from a Decade of National Studies.
  10. (1989). The psychodynamics of a cultural change: learning from a factory.
  11. (1993). The Unconscious Life of Organisations: Interpreting Organisational Identity,
  12. (2001). Towards a process model of individual change in organizations in Human Relations, The Tavistock Institute,

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.