Some theoretical bases of convergence

Abstract

This paper considers some issues arising from a recent BLRIC Report on the convergence of academic support services. Convergence is viewed in the context of change management and organisation development. The research results relevant to these two processes are considered and the implications for the success of convergence are assessed. The theoretical basis for considering convergence in the context of change management is set out. Although there are important exceptions, the process of convergence both in the literature and in the research findings is reported as lacking in consultation, with poorly developed or non existent models. There are also variations in participation, and in the roles as change agents, between the services and service personnel involved in convergence. The sense of organisation development is weak. The implications of both of these features are considered.