Understanding the Relationship Between Organizational Identity and Capacities for Scaled Change within Higher Education Intermediary Organizations

Abstract

This study examined the role of the Association of American Universities as a prestigious intermediary organization in scaling evidence-based teaching practices and explored whether and how the organization’s identity shaped its potential for creating change. Interviewees most frequently identified networks and external supports/recognition as critical approaches that AAU used for change, which participants attributed to AAU’s organizational identity as a prestige organization, as a membership/network organization, and as a policy organization. This study’s major contribution is identifying the relationship of organizational identity to perceived and observed efficacious scaling strategies. The findings build on earlier studies of organizational identity and change processes; this study identifies new data about the role of organizational identity in shaping success with strategies, mechanisms, and approaches to policy change.