The bubble strategy: A case study of dynamic, defensible processes of change in Salford
International Journal of Public Sector Management
ISSN: 0951-3558
Article publication date: 10 April 2007
Abstract
Purpose
This paper seeks to describe a “bubble strategy” to public sector change, based on the principles that a change initiative must be defensible and supportive of an alternative, entrepreneurial culture.
Design/methodology/approach
The research is developed through an action research case in Salford City Council, through which theory from technology innovation, change management and other sources is explored.
Findings
The paper finds that the managers developed a dynamic process wherein their ability to defend the new change initiative was primary. This required “under‐the‐radar” tactics that allowed different elements of the change initiative to grow before they were assessed or adopted by the wider organisation.
Research limitations/implications
The paper speculates on the ways in which the characteristics of the “bubble” could be adopted elsewhere. However, as an action research case, restrictions on the generalisability of the evidence are noted.
Practical implications
The “bubble” strategy is set out in its constituent parts and is thereby available for adoption elsewhere.
Originality/value
The strategy employed in the case is not documented elsewhere. The paper utilizes technology innovation theory and related literature like “skunk works”, outside their intended private sector context.
Keywords
Citation
Kawalek, P. (2007), "The bubble strategy: A case study of dynamic, defensible processes of change in Salford", International Journal of Public Sector Management, Vol. 20 No. 3, pp. 178-191. https://doi.org/10.1108/09513550710740599
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited