Lehtonen, Aura ORCID: https://orcid.org/0000-0001-6330-4640, Dytham, Siobhan and Mallett, Carl (2026) Creating cultural change in large organisations: why do HE staff enact equality ‘Good Practice’? Research in Post-Compulsory Education. ISSN 1359-6748 (Print), 1747-5112 (Online) (In Press)

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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.

Item Type:	Article
Uncontrolled Keywords:	awarding gap, leadership, organisational change, organisational culture, subculture
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HM Sociology L Education > LB Theory and practice of education > LB2300 Higher Education
Faculty / School / Research Centre / Research Group:	Faculty of Law, Arts and Social Sciences Faculty of Law, Arts and Social Sciences > School of Humanities and Social Sciences
Last Modified:	26 Jan 2026 10:40
URI:	https://gala.gre.ac.uk/id/eprint/51986

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