Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Implementing change in a public agency Leadership, learning and organisational resilience

Implementing change in a public agency Leadership, learning and organisational resilience Purpose – The article aims to investigate implementation problems arising from the introduction of a new computer system in a public agency. Design/methodology/approach – Two analytical lenses were employed: a prescriptive model of technology‐based implementation and planned and emergent models of change. Findings – Unintended consequences tested the organisation's resilience. It was found that those parts of the organisation with enhanced resilience exhibited localised leadership. Practical implications – Successful implementation of change involving new technology requires a balance between “top‐down” planning and distributed leadership. Adequate attention to organisational learning is also a significant factor. Originality/value – Implementation involving new computer systems is a commonly‐encountered problem in the public sector, yet there are few empirically‐based studies that deal with organisational and management issues in this context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Implementing change in a public agency Leadership, learning and organisational resilience

Download PDF
13 pages

Loading next page...
 
/lp/emerald-publishing/implementing-change-in-a-public-agency-leadership-learning-and-QvW0REmXcQ
Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513550710740634
Publisher site
See Article on Publisher Site

Abstract

Purpose – The article aims to investigate implementation problems arising from the introduction of a new computer system in a public agency. Design/methodology/approach – Two analytical lenses were employed: a prescriptive model of technology‐based implementation and planned and emergent models of change. Findings – Unintended consequences tested the organisation's resilience. It was found that those parts of the organisation with enhanced resilience exhibited localised leadership. Practical implications – Successful implementation of change involving new technology requires a balance between “top‐down” planning and distributed leadership. Adequate attention to organisational learning is also a significant factor. Originality/value – Implementation involving new computer systems is a commonly‐encountered problem in the public sector, yet there are few empirically‐based studies that deal with organisational and management issues in this context.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Apr 10, 2007

Keywords: Change management; Computers; Workplace training; Leadership; Public sector organizations

There are no references for this article.