Abstract:
The paper explores an attempt by a small team of staff within the School of
Management at the University of Technology Sydney (UTS) to transform the only
postgraduate third sector management program offered in Australia, in response to
powerful external pressures tor change. After analysing the nature of these contextual
imperatives for the transformation of the program, the paper outlines the rationale
underpinning the new program and the' intrapreneurial' process that accompanied its
implementation. Thereafter the results of an evaluation of the transformed program,
conducted after the first phase of strategic action, are presented, with specific
attention given to an analysis of the politics of its implementation and the nature of
the learning gained by the stakeholders of the program. The paper concludes with an
attempt to relate the consequences of this initial phase of strategic action, within the
new program, to social capital theory.
