Creating Cultural Change in Large Organisations: Why Do HE Staff Enact Equality ‘Good Practice’?

Lehtonen, A., Dytham, S. and Mallett, C. (2026) Creating Cultural Change in Large Organisations: Why Do HE Staff Enact Equality ‘Good Practice’? Research in Post-Compulsory Education. 31(2), pp. 281-298. 1359-6748.

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Abstract:

Creating cultural change within large organisations is a complex process that involves action across all levels of the institution. In the context of incomplete and uneven processes of marketisation, ‘top-down’ managerial approaches pose further challenges for organisational change in the UK Higher Education sector. Drawing on a study exploring the implementation of ‘good practice’ recommendations for addressing BAME (Black and Minority Ethnic) or GEM (Global Ethnic Majority) awarding and continuation gaps at a post-1992 institution in England, we suggest that individual and peer-driven initiatives might be more effective at driving change within HE, rather than external ‘top-down’ approaches that risk demotivating staff. Through our discussion of what drives equality work in universities, we highlight the power of harnessing the autonomy, innovation and commitment of HE staff and aligning equality work with their own existing personal values and identities.

Uncontrolled Keywords:

subculture, organisational culture, organisational change, leadership, awarding gap

Creators:

Lehtonen, A., Dytham, S. and Mallett, C.

Faculties, Divisions and Institutes:

Faculties > Faculty of Health & Society > Psychology
Research Centres > Centre for Psychology and Social Sciences

Date:

9 April 2026

Date Type:

Publication

Page Range:

pp. 281-298

Journal or Publication Title:

Research in Post-Compulsory Education

Volume:

Number:

Number of Pages:

Language:

English

ISSN:

1359-6748

Status:

Published / Disseminated

Refereed:

Yes