Innovation and change in higher education are examined, focusing on the organizational level. Frameworks for analysis employed in the literature are presented and applications are illustrated. Four distinct frameworks for studying change in higher education as conceived by Gamson are: complex organization, conflict, diffusion, and planned change. Definitions and the theoretical background underlying each framework are presented, and representative studies applying each framework to change and innovation in higher education are described. Each of the frameworks are represented by a causal flowgraph and causal models to specify generic variables characteristic of each framework and the nature of the relationships between these variables. (SW)