Beschreibung
The empirical study examines, from the perspective of university management and quality management officers, the dynamic processes of change that occur when introducing system accreditation. Challenges, action practices and coping strategies of the change agents as well as effects of system accreditation are identified and theoretical as well as practical implications for the design of higher education development processes are shown.
Autorenportrait
Dr. Petra Suwalski, Stabsstelle für Qualitätsmanagement und Personalentwicklung, Hochschule Furtwangen
