Managing change initiatives: fantasy or reality? The case of public sector organisations

Managing change initiatives: fantasy or reality? The case of public sector organisations
Document type
Paper
Author(s)
Soltani, Ebrahim; Lai, Pei-chun
Publisher
ESRC
Date of publication
1 July 2005
Subject(s)
Management & leadership: including strategy, public sector management, operations and production
Collection
Business and management
Material type
Reports

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This paper seeks to provide empirical verification to the statement that change initiative programmes are key tools to organisational long-term success. The paper presents the results of 4 case studies conducted at public sector organisations in the UK. The findings continue to point to the ineffective nature of the top management's contribution to managing organisational change programmes. Finally, using the case evidence, combined with previous research findings, the paper explores the implications for senior management of attempts to move from, as Mintzberg (1999:146) put it, 'direction and supervision towards protection and support'.

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