Effects of institutional reform on corporate image and value in a developing country context Norizan Mohd Kassim, Mohamad Najdawi, Zeina Al Azmeh and Hissa Sadiq Summary Purpose – The purpose of this research is to examine the importance of organizational change involving an implementation of a reform project in a higher learning institution in Qatar. The project was aimed at enhancing the institution’s corporate image and value in its effort to be an institution of choice in the country. Design/methodological/approach – Based on the results of two separate focus group sessions, a survey questionnaire was developed and was then sent to 8,000 respondents. Data from 866 usable questionnaires were analyzed using a rating scale to identify the degree of agreement among the respondents with respect to a number of statements posed to them as well as using an independent-sample t-test to determine whether differences exist between male and female students with regards to the statements. Findings – Results showed that the respondents agreed with all of the statements pertaining to image, value, academic levels, campus life and the reform project carried out by the higher educational institution under study. Academic levels appeared to be extremely important because it is an essential element in building and enriching both the image and the value of the institution and is of particular importance to attract new students. With the enhanced image resulting from the reform project, the institution is moving in the right direction towards becoming an excellent institution which will be sought after by both Qatari and international students. Practical implications – The implications of this study suggest that the top management needs to consider the identified variables in their effort to boost the image and value of the institution. They should also focus on individual needs in order to implement the changes successfully. Originality/value – The findings from this study reveal the nature of professional practice in a higher education institution, demonstrates the impact of this work context on practices, and provides concrete strategies for managing organizational change in building and enriching its image and value. Keywords Higher education, Organizational change, Educational systems and institutions, Qatar, Corporate image Paper type Research paper Introduction An era of change is not unusual in the history of mankind. Managing and leading change is not as easy as we might think. Even so, the reality of ongoing change is not new for most leaders (Bunker and Wakefield, 2006). Part of the problem is that there is little agreement on what factors most influence a transformation initiative (Sirkin et al., 2005). Thus, leading and managing change is essential and can be incredibly difficult (Kotter, 2001; Sirkin et al., 2005). Many organizations fail miserably in their effort because most of their managers do not realize that transformation is a process, not an event (Kotter, 2001). Organizational change management does not only happen in business organizations but it is becoming increasingly common in public organizations as well. Leaders in public organizations have improved their performance by incorporating greater market orientation into their strategic planning process (Ostroff, 2006). Successful implementation of change in an educational PAGE 32 j MEASURING BUSINESS EXCELLENCE j VOL. 14 NO. 2 2010, pp. 32-45, Q Emerald Group Publishing Limited, ISSN 1368-3047 DOI 10.1108/13683041011047849 Norizan Mohd Kassim is an Associate Professor in the Department of Management and Marketing, College of Business and Economics, University of Qatar, Doha, Qatar. Mohamad Najdawi is Professor and Dean, in the Department of Management and Marketing, College of Business and Economics, University of Qatar, Doha, Qatar. Zeina Al Azmeh is Director of External Relations, Qatar University, Doha, Qatar. Hissa Sadiq is Professor and Dean, College of Education, Qatar University, Doha, Qatar.