A Case Study in Constructing a Culture of Leadership for Innovation in Higher Education Using Convergent Methodologies and Mixed Methods Research
In the past several years public universities have experienced a steady decline in funding from state legislatures. To offset this decline and still compete effectively in the global marketplace, many leaders in higher education are trying to create a continuous stream of innovations which yield new revenues to sustain the enterprise and replenish the capital base of their institution.
Innovation is a multidimensional construct involving a new idea, the manifestation of the idea in physical form as a product, service, technology, or organization, and the acceptance and adoption of the idea by an organization or other unit in society (Hellstrom, 2004). In addition to being an object in physical form, innovation also is a complex, differentiated, and often paradoxical process. Attempts by leaders and scholars to reduce it to a few key dimensions or methods run the risk of undermining its success and the very benefits it offers. Different methods are needed to focus on different aspects of innovation. Therefore, a multiple method or pluralistic approach is necessary to deal effectively with the complexity of the innovation process.
This study describes an integrated approach to constructing a culture of leadership for innovation using convergent methodologies and mixed methods research. The study will show how leaders can apply four distinct but convergent methodologies to: (a) engage others in constructing meaning around a new idea using the methodology of semiotics; (b) objectify, validate, and extend that meaning through the application of a scientific methodology; (c) connect the meaning of the idea to the organization’s culture through the methodology of appreciative inquiry; and (d) and develop a network of translators for institutionalizing the innovation through the methodology of Actor-Network Theory.
The application context for this research is a leadership development program on leading innovation being sponsored and pilot-tested by the Board of Regents of University System of Georgia. The pilot test includes two project teams attempting to develop and implement a new technology at two member institutions. The project team at Georgia State University is working on designing and implementing an early warning system for undergraduate students at risk of early withdrawal. The second project team at the Georgia Institute of Technology is working on designing and implementing a real-time information system on institutional performance.
The research design is based on a real-time process-oriented approach using a single case study, and is focused on answering two fundamental questions:
- To what extent can the application of convergent methodologies and mixed methods research within a leadership development program facilitate innovation?
- To what extent can an external project team using convergent methodologies influence the leadership and culture of an organization?
The outcomes of this study will include the identification and articulation of the crucial behaviors and approaches that are logically and empirically related to leadership and the formation of a culture that promotes and fosters innovation. The relationship between leadership and culture, and the impact of culture on innovation will be highlighted. The study will conclude with a discussion of the implications of this research for leaders in higher education.
Hellstrom, T. 2004. Innovation as social action. Organization, Vol. 11(5), p. 645.