The post-bureaucratic parasite: Contrasting narratives of organizational change in local government

Social and environmental reporting (SER) in the public sector has been widelydiscussed in the last years (Gray et al., 1996; Mathews, 1997; Parker 2005; Guthrieand Abeysekera, 2006; Guarini, 2002; Hinna 2004; Marcuccio and Steccolini,2005). However, despite the interest in this area of research, there are still a numberof calls to deepen the study of SER in the public sector (Lewis, 2008; Grubnikand Ball, 2007). In Italy, the literature shows the risk of adopting SER as a managementfashion, more than a conscious process of organizational change (Marcuccioand Steccolini, 2005). This paper investigates about the reasons for theadoption and eventual abandonment of SER by local government in Italy.

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The LGMP experience: Guidelines for organizational change in local government

Government Publications Review (1973) ◽

10.1016/0093-061x(78)90061-8 ◽

1978 ◽

Vol 5 (4) ◽

pp. 493

Keyword(s):

Organizational Change ◽

Local Government

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Kommunalreformen og kommunernes interne organisering og styring

Politik ◽

10.7146/politik.v19i2.27405 ◽

2016 ◽

Vol 19 (2) ◽

Author(s):

Marius Ibsen

Keyword(s):

Organizational Change ◽

Local Government ◽

Top Management Team ◽

Management Team ◽

The Political ◽

Top Management ◽

Administrative Organization ◽

Municipal Administration ◽

Form Of Government ◽

Management Organization

When local government in Denmark was reformed almost 10 years ago, the political and administrative organization was left unchanged. By law Danish municipalities must have a committee form of government, but each municipality is free to organize its administration as it sees fit. This had led to a great deal of diversity in the way the municipal administration is organized but also to a wave of locally directed reform. One of the themes of these reforms has been the organization of top management. Should each department be run more or less on its own, subject to coordination, or should there be a top management team collectively responsible for the whole enterprise. The article describes the variation in administrative organization and makes an attempt to analyze the effects of the various forms of top management organization with respect to economic results. The conclusion is that having a top management team leads to a bigger surplus, confirming an often-stated assumption. It is shown that municipalities that were reformed in 2007 are slightly more likely to have a top management team than the non-reformed municipalities. So it seems that the reform contributed to organizational change, although that was not the official intention.

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Knowledge sharing and organizational change: Practice interactions in Australian local government

Journal of Librarianship and Information Science ◽

10.1177/0961000618769969 ◽

2018 ◽

Vol 51 (4) ◽

pp. 1041-1051 ◽

Cited By ~ 1

Author(s):

Dean Leith ◽

Hilary Yerbury

Keyword(s):

Organizational Change ◽

Local Government ◽

Knowledge Sharing ◽

Theoretical Approach ◽

Economic Sustainability ◽

Social Spaces ◽

Subject Knowledge

The sharing of knowledge in organizations is deemed critical to achieving environmental and economic sustainability outcomes. This study applies a practice theoretical approach to investigating knowledge sharing in a team in local government created to break down the boundaries which have led to siloed practices. Findings indicate a range of activities, including influencing and resisting, and these differ from findings in other studies. Analysis of organizational discourses, physical arrangements and social spaces of organizations demonstrated the existence of two distinct practices: knowledge sharing and organizational change. Sharing knowledge of the organization and its ways of working were found to be as important as sharing subject knowledge and expertise.

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