The Management of Change in Public Organizations
A Literature Review
Datos Bibliográficos
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
Business · Political science · Public management · Public relations · Sociology · Computer Science · History · Public Policy and Administration Research · Marketing
Edição Completa
Toward an Understanding of the Role of Human Resources in Cultivating a Climate for Innovation in Nonprofit and Public Organizations
Liderança e motivação na gestão do desporto
Transformational change
Does agile improve value creation in government
Making the elephant dance
Factors shaping the implementation of educational organizational change
Transforming traditions
Information-sharing in a turbulent Public sector
Exploring tensions between appropriateness and consequences in digitally-induced change
Digitally-induced change in the public sector
Promoting work engagement in public administrations
Transformational change in a hospital
When are organizational reforms perceived positively? An examination of the role of employees’ hierarchical level
More than a digital system
Psychological Contract Fulfillment in a Changing Public Sector
Making sense of internal social media and participatory communication
Project manager roles in a public change project
An Organizational Change Perspective for the Curriculum Internationalization Process
The structure of principal-teacher conversation
Academic staff on their engagement with curriculum internationalisation
What Influences Bureaucrats’ Support for Red Tape Reduction Reform in Taipei City Government
Implementing Organizational Change Strategies in US City Governments
New Public Management and Customer Perceptions of Service Quality – A Mixed-Methods Study
Developing schools as learning organisations—“Why” and “how”
Public Service Motivation and Employee Change-Supportive Intention
From institutionalisation to embeddedness
When Will the University Do Something?” A U.S. Case Study of Familiar Structures, Unintended Consequences, and Racism
Leading Public Sector Transformation through an Ecosystem Approach
Aligning policies to support forest restoration and promote organizational change
Understanding Change in Non-State Armed Group Behaviour
It is not easy being green
What matters in the local adaptation of Western social innovation to China
Stressor factors, internal communication and commitment to change among administrative staff in Malaysian public higher-education institutions
What Europe Wanted and What Flanders Achieved
Climate-Change Communication Within Public Natural Resource Agencies
Creating a workforce of fatigued cynics? A randomized controlled trial of implementing an algorithmic decision-making support tool
The future ain't what it used to be
A Pragmatic Approach to Designing Changes Using Convergent Interviews
Of ‘Strong’ Leadership, Crisis Communication, and Pooper Scoopers
Fear of missing out? Linking workplace changes and presenteeism
Embedding Australian Public Service management reforms
Public Sector ‘Modernisation’
More of the Same? A Dual Case Study Approach to Examining Change Momentum in the Public Sector
Beyond Public Sector Reform – The Persistence of Change
Facing the Pandemic
Change Leadership and Public Sector Organizational Change
Leadership in organisational change
Automating public policy
Responsible impact and the reinforcement of responsible innovation in the public sector ecosystem
Facilitadores e inhibidores de la innovación pública
Organizational adaptation to dynamic environments
Paving the way for sustainable educational change
What shapes employees’ acceptance of and engagement with mystery patient programs for service quality improvement? A qualitative application of the Theory of Planned Behavior
Leading digital transformation
Public Policy and Behavior Change
We are this hybrid’
Transformational Leadership and the Use of Normative Public Values
Which managerial reforms facilitate public sector innovation
Public sector employees in a challenging work environment
Organizational Pathways to Compliant Reform Implementation
A short measure of general policy alienation
Change leadership and change embeddedness in public organizations
Strategic change, leadership and accounting
Can the power of platforms be harnessed for governance
Predicting executive vacancies
Multilevel policy implementation and the where of learning
The journey of participatory budgeting
Organizational changes in the public sector and employee presenteeism
Predictors of change outcomes in mandated change
Does organizational change trigger civil servant proactivity? The impact of past changes experienced
Innovation in the Public Sector
Resisting the tide
The Nodality Disconnect of Data-Driven Government
Competing Public Values Amidst Fiscal Crisis
The effectiveness‐equity tradeoff when resources decline
The trickle-down effect of mayors’ and administrators’ change leadership on employees’ change-supportive behaviour during Covid-19
Public management and street-level bureaucrats
Achilles' heels of governance
The Promise and Perils of Reorganization
Employees’ Change Support in the Public Sector—A Multi‐Time Field Study Examining the Formation of Intentions and Behaviors
Performance in Public Organizations
How to organize in turbulence
Not Too Much, Not Too Little
Reform efforts, synchronization failure, and international bureaucracy
Bigger’ after all? The Effect of Structural Policy Coordination Authorities on the Multidimensionality of Policy Output
Are public organizations suffering from repetitive change injury? A panel study of the damaging effect of intense reform sequences
Ambiguity and Conflict in Policy Implementation
Developing Grounded Theory Systematic Approach for Public Policy Researches
The role of public service bargains in cutback management
Politics matter
Fueling the Taking Charge Behaviors of Civil Servants
The New Public Management in Action
Public Management Reform
Organizational Change
Longitudinal Field Research on Change
The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations.
Rethinking Resistance and Recognizing Ambivalence
On Organizational Becoming
Personality, context, and resistance to organizational change
The theory of planned behavior
How to Carry Out Joined-Up Government Reforms
Plus ca Change
The ‘third hand’
Organizing for policy implementation
Strategies for Public Service Turnaround
The Development of Public Institutions
Developing New Forms of Partnership With the ‘Market’ in the Procurement of Public Services
Local Government Modernization in Germany
Public Sector Reform in Dutch Higher Education
Lost in Translation
Making the Core Contingent
New Public Management for the ‘Classical Continental European Administration’
Pathways of Change
How Networks Explain Unintended Policy Implementation Outcomes
Analysis of Public Management Change Processes
Local and regional public management reforms in Switzerland
Local public management reforms in the Netherlands
Meeting the Challenge of Technology‐driven Change Within an Institutional Context
Local public management reforms in Germany
Going privately
Managing emergent and complex change
From good intentions to successful implementation
Public‐Sector Leadership Theory
Nonincremental Policy Change
Implementing Change on the Front Lines
Examining the Nature and Significance of Leadership in Government Organizations
Change Management—Strategy and Values in Six Agencies from the Australian Public Service
Outcomes of Planned Organizational Change in the Public Sector
Promoting the Utilization of Performance Measures in Public Organizations
Managing Successful Organizational Change in the Public Sector
E-Government as a Carrier of Context
Leadership Credibility, Board Relations, and Administrative Innovation at the Local Government Level
Bureaucratic Entrepreneurship and Institutional Change
Institutional Isomorphism and Public Sector Organizations
Reforming Public Management
Developing and Testing an Integrative Framework of Public Sector Leadership
Organizational learning in the EU's multi-level governance system
Introduction
Institutions, distributional concerns, and public sector reform
Beyond Engagement and Participation
New Public Management Is Dead--Long Live Digital-Era Governance
A Public Management for All Seasons
Organizational Change and Development
The Iron Cage Revisited
| Obras citantes distintas | 92 |
|---|---|
| Citas por año | 8,36 |
| Intervalo de citas | 2015 - 2026 (12) |
| Velocidad de citación | current |
| Altamente citado | No |
| Tipos de cita | Neutras: 91 |