Collective willingness to change as a central success factor in digitalisation processes at higher education institutions

Classical change management approaches do not adequately address change processes at higher education institutions in Germany, as such approaches do not take sufficient account of the organisational structures found in higher education. The current paper investigates this phenomen using the theoretically and empirically grounded model of collective willingness to change, based on the interaction of six action variables. This model, which was developed by the project QuaSiD, provides an organization-sensitive approach to the description of digital transformation at higher education institutions.