Preserving tradition; embracing change: Innovation in a system of higher education

Scope of study. A case study was conducted to examine three innovations created to desegregate the faculties in Oklahoma public higher education. The innovations were initiated by the Oklahoma State Regents for Higher Education (OSRHE) as a direct result of the Adams v. Richardson (1973) litigation. Thirty interviews conducted during 1986 and 1987 were guided by a questionnaire created from the innovation framework developed by Munson and Pelz (1982). The individuals interviewed were administrators and faculty members from three public universities in Oklahoma as well as former and current members of the OSRHE. This study spanned the period from 1970 to 1987 and dealt with environmental conditions, events which spawned the innovations, development and implementation of the innovations, and the effectiveness of the innovations. Also considered was the applicability of Munson and Pelz's innovation framework in a higher education setting.;Findings and conclusions. Two of the three innovations survived as normal practice in the institutions although neither achieved the desired result of reaching the goals for hiring black faculty in Oklahoma higher education. The primary reasons for this lack of effectiveness were attributed to the culture of higher education institutions and the lack of participation in the innovation process by the faculty. The innovation framework had several strengths and weaknesses. The primary strength was the qualitative distinctions in the stages while the primary weakness was the failure to account for culture in organizations. Several factors which should be included in studies of innovation in higher education were recommended. In addition, this study supported the previous research on state coordinating boards and innovation.