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Change Management—Strategy and Values in Six Agencies from the Australian Public Service
Author(s) -
Stewart Jenny,
Kringas Paul
Publication year - 2003
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/1540-6210.00331
Subject(s) - compromise , negotiation , workforce , public relations , theme (computing) , service (business) , business , change management (itsm) , political science , marketing , computer science , lean manufacturing , law , operating system
Change is a ubiquitous theme in management literature, but empirical studies that seek to draw lessons from the experience of managing change are rare. By investigating patterns of change management in six Australian federal agencies, we elicit a number of factors contributing to success—though “success” is itself not a clear‐cut concept in this area. We found support for a number of broad themes already apparent in the literature and suggest that change processes that have the support of the workforce require good leadership, an appropriate model of change, some room for negotiation and compromise, and well‐planned communication.