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Demers, C. (2007) Organizational Change Theories: A Synthesis. Sage DiMaggio, P. & Powell, W. (1983) ‘The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields’ American Sociological Review, 48(2), pp.147–160. Floyd, A. and Dimmock, C. (2007) ‘ ‘Jugglers’, ‘copers’ and ‘strugglers’: academics’ perceptions of being a head of department in a post-1992 UK university and how it influences their future careers’, Journal of Higher Education Policy and Management, 33(4), pp. 387-399. Floyd, A. and Preston, D. (2014) ‘Exploring the role of Associate Dean in UK Universities’, ENGAGE 36, Leadership Foundation for Higher Education. Garman, A.N., (2011) ‘Shooting for the Moon: How Academicians Could Make Management Research Even Less Irrelevant’. Journal of Business and Psychology, 26(2), pp.129–133. Goode, J. and Bagilhole, B. (1998) ‘Gendering the management of change in higher education: a case study’, Gender, Work & Organization, 5(3), pp.148–164. Guest, D., (2007.) ‘Don’t shoot the messenger: a wake-up call for academics’ Academy of Management Journal, 50(5), pp.1020–1026. Guest, D., & Clinton, M. (2007) Human Resource Management and University Performance: Final Report. London: Leadership Foundation for Higher Education. D.E. & Zijlstra, F.R.H., (2012) ‘Academic perceptions of the research evidence base in work and organizational psychology: A European perspective’ Journal of Occupational and Organizational Psychology, 85(4), pp.542–555. Halsey, A. H. (1992), The Decline of Donnish Dominion: The British Academic Professions in the twentieth century. Oxford University Press. Hellawell, D. & Hancock, N. (2001) ‘A case study of the changing role of the academic middle manager in higher education: between hierarchical control and collegiality?’ Research Papers in Education, 16(2), pp.183–197.