Can organizational change be sustained? A qualitative study of embedding organizational change within the context of public service

by Haringa, David, Ph.D., CAPELLA UNIVERSITY, 2009, 223 pages; 3378876

Abstract:

Although much has been researched and written about organizational change in the past fifty years, overall, the success rate for change remains low. Additionally, the context of public service adds a layer of challenges to this issue. Not much has been written about organizational change in the public sector. This qualitative study, takes a unique look at organizational change. The reasons why organizational change fails and succeeds are reviewed and discussed through the lenses of change practitioners who have practiced in public service. Additionally, these themes are compared and contrasted to existing change literature that describes successful and unsuccessful change events. Finally, these themes are analyzed to produce recommendations for embedding organizational change in a public service context. It is hoped that the outcomes of this study will relate more closely to the leaders and agents of change than solutions offered by step-by-step generic change literature-especially given the challenges of applying organizational change in public service.

AdviserApril Boyington Wall
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsManagement; Public administration; Organization theory
Publication Number3378876

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