Mending the Fragments: Human Capability Development and Organizational Identity in Saudi Universities | ||
| مجلة المعهد العالي للدراسات النوعية | ||
| Volume 4, Issue 11, July 2024, Pages 49-79 PDF (528.5 K) | ||
| Document Type: البحوث والدِّراسات. | ||
| DOI: 10.21608/hiss.2024.292620.1348 | ||
| Author | ||
| د.أحمد بن علي الحازمي* | ||
| Alhazmi (PhD, RMIT University) is a Saudi Arabian associate professor and is the head of the Education Department of Jazan University. His research interests include the fields of education, sociology, and anthropology, with a focus on the Arab context. His works have been published by some of the largest publishers worldwide (Springer, SAGE, Taylor & Francis, Palgrave, Nature Research, and Wiley), and he has written in different languages for impact-factor journals. He has co-formulated theories on retro activism, multiple stupidities, the pedagogy of poverty, idiocy-dominated communities, and crowd reflection. | ||
| Abstract | ||
| This grounded theory study explores how the Human Capability Development Program (HCDP) mitigates organizational identity fragmentation caused by neoliberalism in Saudi universities. Semi-structured interviews with 19 faculty members from diverse disciplines reveal that the HCDP addresses fragmentation through two meso-vision themes: Unified Academic Strategy and Empowerment and Institutional Resilience. These themes, encompassing various micro vision themes and marks, converge to form the macro vision narrative of "Mending the Fragments." The HCDP fosters interdisciplinary collaboration, comprehensive curriculum development, faculty empowerment, and cultural integration, promoting a cohesive, resilient, and purpose-driven academic community. The findings contribute to understanding how targeted interventions can counteract neoliberalism's negative consequences on organizational identity in higher education, offering implications for policymakers, university leaders, and researchers seeking to foster a strong and unified organizational identity amidst neoliberal challenges. | ||
| Keywords | ||
| organizational identity; neoliberalism; grounded theory; Saudi | ||
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