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Managing change initiatives: Fantasy or reality? The case of public sector organisations

Soltani, Ebrahim, Lai, Pei-Chun, Mahmoudi, Vahid (2007) Managing change initiatives: Fantasy or reality? The case of public sector organisations. Total Quality Management and Business Excellence, 18 (1-2). pp. 153-179. ISSN 1478-3371. (doi:10.1080/14783360601053319) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:3113)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided. (Contact us about this Publication)
Official URL
http://dx.doi.org/10.1080/14783360601053319

Abstract

It is becoming a commonplace statement that change initiative programmes are key

surge of interest in the take-up of various change initiative programmes. Organisational change

value theory) and develop organisational capabilities (i.e. organisational capability theory).

competition, globalisation, and advancements in communications and information technologies,

initiatives has interested the majority of leading organisations. At the same time, however, the

barriers to change with the consequence of little success in practice. This article explores

initiatives, very few change programmes produce an improvement in bottom-line, exceed the

this is the case. To provide empirical verification for this, the article presents the results of four

the ineffective nature of the top management’s contribution to managing organisational change

article explores the implications for senior management of attempts to move from, as Mintzberg

(1999 : 146) put it, ‘direction and supervision towards protection and support’.

Item Type: Article
DOI/Identification number: 10.1080/14783360601053319
Uncontrolled keywords: change initiatives; success/failure; UK public sector; case study
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Faculties > Social Sciences > Kent Business School
Depositing User: Suzanne Duffy
Date Deposited: 14 May 2008 07:05 UTC
Last Modified: 28 May 2019 13:38 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/3113 (The current URI for this page, for reference purposes)
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