Analysis of the perceived degree of success of reform efforts: reform agents’ perceptions

Analysis of the perceived degree of success of reform efforts: reform agents’ perceptions In this article, the perceptions of reform agents regarding the degree of success of different aspects of the reform program during the period of the Iranian second five‐year plan (1995‐2000), by using a questionnaire, is analyzed. To supplement the findings of the questionnaire, the responses of the subjects of the interviews are subject to content analysis. Comparison of the findings of the adopted survey instruments is used to achieve to a conclusion on the extent of success of the reform program. Although the overall results indicate that the reform program was not perceived as having been as successful as expected, however, a minority of the interviewees (25 percent) argued that the program was successful at a reasonable level. Lack of participation of key groups in design and implementation of the program, inconsistency between the reform objectives and the missions of line organizations, diversity of reform agencies, and lack of enthusiasm and commitment of middle and top level managers were among the perceived barriers to success of reform program. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Analysis of the perceived degree of success of reform efforts: reform agents’ perceptions

Journal of Management Development, Volume 23 (6): 17 – Jul 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710410541141
Publisher site
See Article on Publisher Site

Abstract

In this article, the perceptions of reform agents regarding the degree of success of different aspects of the reform program during the period of the Iranian second five‐year plan (1995‐2000), by using a questionnaire, is analyzed. To supplement the findings of the questionnaire, the responses of the subjects of the interviews are subject to content analysis. Comparison of the findings of the adopted survey instruments is used to achieve to a conclusion on the extent of success of the reform program. Although the overall results indicate that the reform program was not perceived as having been as successful as expected, however, a minority of the interviewees (25 percent) argued that the program was successful at a reasonable level. Lack of participation of key groups in design and implementation of the program, inconsistency between the reform objectives and the missions of line organizations, diversity of reform agencies, and lack of enthusiasm and commitment of middle and top level managers were among the perceived barriers to success of reform program.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Jul 1, 2004

Keywords: Public administration; Organizational change; Iran

References

  • Changing strategies for change
    Kotter, J.P.; Schlesinger, L.A.
  • Reform of the public service in Australia and New Zealand
    Mascarenhas, R.C.
  • The rediscovery of the market and public administration: some lessons from the Singapore experience
    Quah, J.S.T.

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