Strategy in the Public Sector: A Guide to Effective Change Management

Work Study ◽  
2001 ◽  
Vol 50 (1) ◽  
Keyword(s):  
Public Sector ◽  
Change Management ◽  
The Public ◽  
Effective Change

scholarly journals Advancing a Behavioral Approach for Studying Public Administration

2018 ◽  
Vol 13 (6) ◽  
pp. 25 ◽  
Author(s):  
Andrea Tomo
Keyword(s):  
Public Sector ◽  
Literature Review ◽  
Change Management ◽  
Organizational Climate ◽  
Organizational Performance ◽  
Public Administration ◽  
Human Resource ◽  
Behavioral Approach ◽  
The Public ◽  
Effective Change

This paper aims at providing a conceptual framework to analyze the public sector through a behavioral approach.The paper relies on the framework provided by Huse (2007) to study the behavioral approach in the private sector and employs a systematic literature review to adapt this framework to the public sector.The findings enable the application of the behavioral approach to the public sector through four main areas of discussion: human resource management, interactions, organizational climate, and culture leadership and structure.Literature on public sector has less regarded this dimension despite behaviors may affect both individual and organizational performance. Thus, this paper has manifold interesting implications, especially with reference to an effective change management in the public sector.

The Four Levers for Change in Knowledge Management Implementation

2014 ◽  
pp. 227-245
Author(s):  
Robert Flynn ◽  
Verena Marshall
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Change Management ◽  
Empirical Research ◽  
Government Policy ◽  
Research Literature ◽  
The Public ◽  
Management Platform ◽  
Implementing Change ◽  
Public Sector Managers

The purpose of this chapter is to argue the connection between successful knowledge management implementation and a robust change management platform. The framework emanating from the platform is that of four levers: Mobilisation, Communication, Infrastructure, and Sustainability. Drawing on the research literature and the writers’ combined experience in implementing change and knowledge management in the Public Sector, the content examines utilisation of the four levers in overcoming the barriers to knowledge management systems and promoting commitment to their success. A planned outcome of this chapter is that Public Sector managers can consider and “leverage” the opportunity offered by knowledge management and sharing in the formulation and delivery of government policy. The framework of the four levers is considered from a conceptual perspective and acknowledges the opportunity for their exploration and testing in future empirical research.

Change management in the public sector: the use of cross-functional teams

2012 ◽  
Vol 24 (10-11) ◽  
pp. 976-987 ◽  
Author(s):  
Niall Piercy ◽  
Wendy Phillips ◽  
Michael Lewis
Keyword(s):  
Public Sector ◽  
Change Management ◽  
The Public ◽  
Functional Teams

Managing Successful Change Efforts in the Public Sector: An Employee’s Readiness for Change Perspective

2017 ◽  
Vol 39 (3) ◽  
pp. 398-421 ◽  
Author(s):  
Imran Hameed ◽  
Abdul Karim Khan ◽  
Meghna Sabharwal ◽  
Ghulam Ali Arain ◽  
Irfan Hameed
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Structural Equation ◽  
Readiness For Change ◽  
Equation Modeling ◽  
Future Research ◽  
The Public ◽  
Sector Research ◽  
Successful Change

This study brings together public and private sector research on change management to highlight the important role of public servants as recipients of change, which is underemphasized in the public management literature. In doing so, we identify and operationalize factors of managing successful change—involved communication and change recipients’ beliefs. The effect of involved communication on developing employees’ readiness for change is explored. Data were collected from public sector research and development organizations in Pakistan. The results of the structural equation modeling support the positive role of involved communication in developing employees’ readiness for change. Employees’ organizational identification and change recipients’ beliefs also exhibit a significant mediating role in the above-stated relationship. This study significantly contributes to the existing literature of change management in the public sector by focusing on employees as key players in an organization’s change process. Practical implications and future research directions are also discussed.

scholarly journals Investigating Change Management Based on Participation and Acceptance of IT in the Public Sector

2020 ◽  
Vol 7 (4) ◽  
pp. 51-70
Author(s):  
Mariem Ben Rehouma ◽  
Tim Geyer ◽  
Timo Kahl
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Research Approach ◽  
Information Communication ◽  
It Projects ◽  
The Public ◽  
Training Support ◽  
Management Approaches ◽  
Key Aspects

The digitalization of public administrations faces big challenges regarding employees' acceptance of IT. Change management approaches based on participation should help achieving acceptance and success of IT projects in the public sector. The research investigated how participation methods can be integrated into change management and which effects participation has on the acceptance of the introduced system in this sector. The authors followed a mixed research approach and conducted a quantitative and a qualitative study within public administrations and ministries in two states in Germany. The findings reveal that employees' participation in the form of information, communication, training, support, and active participation as well as the role of managers all have a significant positive relationship with employees' attitudes towards IT. Furthermore, they identified four key aspects of applying change-management based on employee participation in IT-projects, which they recommend to consider when implementing IT projects in the public sector in the future.

scholarly journals Managerial Characteristics and its Impact on Organizational Performance: Evidence from Syria

2015 ◽  
Vol 16 (2) ◽  
pp. 212-221 ◽  
Author(s):  
Elias Milana ◽  
Issa Maldaon
Keyword(s):  
Human Capital ◽  
Public Sector ◽  
Organizational Performance ◽  
Human Resource ◽  
Public Organization ◽  
Level Of Education ◽  
The Public ◽  
Public Managers ◽  
Effective Change ◽  
Effect Of Age

This study aims to explore impact of managerial human capital in performance of a Syrian public organization, Directorate of Finance of province of Damascus, through use some of managerial characteristics are age, level of education, tenure and functional track. This study applied on a sample of 12 managers and 138 employees. The study reveals that there are no significant effect of age, level of education and functional track in performance of Directorate of Finance of province of Damascus, while there is a positive, strong and significant effect of tenure manager in organizational performance, which indicates that managerial characteristics almost irrelevant with performance of Directorate of Finance of the province of Damascus, and the public sector in general. Such results appear a need for efforts are invested in the formulation and implementation of human resource procedures and policies which can bring about effective change in behaviours and roles of the public managers and employees.

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