Held back and pushed forward: leading change in a complex public sector environment (original) (raw)

THE MANAGEMENT OF CHANGE IN PUBLIC ORGANIZATIONS: A LITERATURE REVIEW

This article presents a review of the recent literature on change management in public organizations and sets out to explore the extent to which this literature has responded to earlier critiques regarding the lack of (public) contextual factors. The review includes 133 articles published on this topic in the period from 2000 to 2010. The articles are analysed based on the themes of the context, content, process, outcome, and leadership of change. We identified whether the articles referred to different orders of change, as well as their methods and theory employed. Our findings concentrate on the lack of detail on change processes and outcomes and the gap between the common theories used to study change. We propose an agenda for the study of change management in public organizations that focuses on its complex nature by building theoretical bridges and performing more in-depth empirical and comparative studies on change processes.

Change Management in the Public Sector

The purpose of this paper is to present an emerging theory many scholars have about organizational change management; specifically public sector organizational change. From exploration of current literature, an analysis of change management perspectives and research findings in the area of organizational studies will be used to support the premise that public organizational change management is more successful when viewed as a framework of process in flux, rather than a series of separate steps. A process view is therefore considered to give a full account of the purpose, scope, and success of public sector organizational change. Process has emerged to be the accepted way this researcher views the approaches to successful change management initiatives.

The management of change in public organisations: A literature review

Public Administration, 2014

This article presents a review of the recent literature on change management in public organisations and sets out to explore the extent to which this literature has responded to earlier critiques regarding the lack of (public) contextual factors. The review includes 133 articles published on this topic in the period from 2000 to 2010. The articles are analyzed based on the themes of the context, content, process, outcome and leadership of change. We identified whether the articles referred to different orders of change, as well as their employed methods and theory. Our findings concentrate on the lack of detail on change processes and outcomes and the gap between the common theories used to study change. We propose an agenda for the study of change management in public organisations that focuses on its complex nature by building theoretical bridges and performing more in-depth empirical and comparative studies on change processes.

Kuipers et al. Change management in the public sector: Full reference list

This article presents a review of the recent literature on change management in public organizations and sets out to explore the extent to which this literature has responded to earlier critiques regarding the lack of (public) contextual factors. The review includes 133 articles published on this topic in the period from 2000 to 2010. The articles are analysed based on the themes of the context, content, process, outcome, and leadership of change. We identified whether the articles referred to different orders of change, as well as their methods and theory employed. Our findings concentrate on the lack of detail on change processes and outcomes and the gap between the common theories used to study change. We propose an agenda for the study of change management in public organizations that focuses on its complex nature by building theoretical bridges and performing more in-depth empirical and comparative studies on change processes.

Kuipers et al. Change management in the public sector.PADM.Full reference list

This article presents a review of the recent literature on change management in public organizations and sets out to explore the extent to which this literature has responded to earlier critiques regarding the lack of (public) contextual factors. The review includes 133 articles published on this topic in the period from 2000 to 2010. The articles are analysed based on the themes of the context, content, process, outcome, and leadership of change. We identified whether the articles referred to different orders of change, as well as their methods and theory employed. Our findings concentrate on the lack of detail on change processes and outcomes and the gap between the common theories used to study change. We propose an agenda for the study of change management in public organizations that focuses on its complex nature by building theoretical bridges and performing more in-depth empirical and comparative studies on change processes.

Implementing change in public sector organizations

Purpose-The purpose of this paper is to review the importance of various change principles in assisting change in three public sector organizations. Design/methodology/approach-The researchers carried out interviews and used focus groups in assessing the principles and strategies which would be more useful. Findings-The interview and focus group results in three public sector organizations suggest that forming a guiding coalition might be one of the most important principles to observe. Research limitations/implications-The research data used for illustration are based on case evidence and the anecdotal interpretation of change in three settings. The paper does not claim to offer a scientific conclusion. Practical implications-The goal is to encourage a discussion on whether or not certain principles or strategies should be more important. Originality/value-The paper reviews the literature on change and reviews these principles in real experiences. Much of the other literature is conceptual.

Challenges facing management of change in public sector

This paper examines the challenges facing management of change in public sectors. It discusses the forces which necessitate changes in Tanzania like technology, globalization, new policies, legislations, economic problems, political changes, to mention a few.

Essentials of Change Management for Public Service: A Review

Many authors, protagonists, theories and writers agree in unison that change is resistant and a challenge to embrace. Adjusting to change in institutions has become a daunting task, especially for managers and administrators who constantly want to improve production and provision of services to clients by adopting various approaches and methodologies to their operations. This has been experienced in public and private sectors. As private sectors believe in the return of investment, introducing change is not a challenge. Private sectors work towards maximising production and therefore, any change that may improve sales and profit is always acceptable to management and administration. However, with public service there is resistant which often manifest itself in various ways. This is caused by the nature of the public administration which does not in most cases embrace the return of investment, unless otherwise stated. Therefore change management comes in as a tool to introduce adjustments and changes that may benefit public service institutions and also ensure adequate provision of services to the public. This paper reviews some few elements of change management as seen by various authors, theorists and protagonists. Discussions will focus on explanation of the term "change management" and benefits of change management.