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Strategic implementation: a comparison of three methodologies
Author(s) -
Ritson Neil,
O'Neill Maureen
Publication year - 2006
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/jsc.763
Subject(s) - negotiation , public sector , set (abstract data type) , organizational change , resistance (ecology) , process management , empirical research , computer science , business , operations research , industrial organization , management science , knowledge management , management , public relations , economics , political science , sociology , economy , engineering , mathematics , social science , ecology , statistics , biology , programming language
This paper presents the outcomes of a live consultancy project. Since the introduction of performance measures, much of the public sector has found itself having to change. It must find a way to introduce effective change to achieve the targets it is set. The quasi‐experimental empirical study was structured around three models of change: Strategic Information Systems, Theory of Constraints, and Organizational Development. Each model was used to achieve three separate changes in a district hospital in the North West of England. The conclusions from the research suggest that the theory of constraints (TOC) has all the components necessary to achieve effective change. It copes well with the public sector culture, especially in negotiating and overcoming resistance to change.Copyright © 2006 John Wiley & Sons, Ltd.