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A tale of two councils: strategic change in Australian local government
Author(s) -
Jones Robert,
Gross Michael
Publication year - 1996
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/(sici)1099-1697(199605)5:3<123::aid-jsc230>3.0.co;2-7
Subject(s) - transformational leadership , argument (complex analysis) , local government , government (linguistics) , political science , public administration , sociology , public relations , biochemistry , chemistry , linguistics , philosophy
This article: contrasts the strategic change programmes undertaken at the two leading reformist councils in local government in New South Wales, Australia, namely Liverpool and Wollongong. uses the distinction between linear and processual change as the framework of analysis. argues that the configuration of contextual factors influences the adoption of linear or processual pathways to change, and analyses these factors in the cases of the two councils. rejects the argument that linear change models are no longer appropriate for explaining transformational change.