The management of organisational change has assumed critical importance in English local government. Participant perceptions of this change process are examined, reflecting interviews conducted with Chief Executive Officers in 1989‐90. After considering external pressures for change and emerging roles of CEOs, the prerequisites for effective management of change are identified and the strategic responses necessitated by a natural resistance to change. It is argued that the change process in this particular institutional setting raises some distinctive issues.
Isaac‐Henry, K. and Painter, C. (1991), "Organisational Response to Environmental Turbulence: The Management of Change in English Local Government", International Journal of Public Sector Management, Vol. 4 No. 4. https://doi.org/10.1108/EUM0000000001699Download as .RIS
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