Journal of Organizational Change Management: Volume 28 Issue 4

Think before you act: organizing structures of action in technology-induced change

Roland K. Yeo, Michael J. Marquardt

The purpose of this paper is to explore the influence of technology on organizational change during an electronic government implementation in a public organization in East…

Leader vision and diffusion of HR policy during change

Adelle Bish, Cameron Newton, Kim Johnston

This paper utilizes diffusion of innovation theory in order to investigate and understand the relationships between human resource (HR) policies on employee change-related…

Evolutionary change stimuli and moderators – evidence from New Zealand

Hafsa Ahmed, Michaela Balzarova, David A Cohen

The review of contemporary organisational change theories identified one theory which seemed relevant to explaining the organisational change phenomenon in public enterprises  

Theatre-based learning to foster corporate legacy change

Irena Descubes, Tom McNamara

The purpose of this paper is to explore post-Bolian reflexive theatre-based learning (TBL) theory and practice, in conjunction with meta-language and learning from experiences to…

Understanding emotions in higher education change management

Marie Dasborough, Peter Lamb, Yuliani Suseno

The authors explore employees’ emotions during a structural change (merging departments) in the higher education sector. The purposes of this paper are to identify how employees’…

Change in healthcare: the impact on NHS managers

Clare Kelliher, Emma Parry

The purpose of this paper is to examine the impact of new public management (NPM) style practices on public sector managers and in particular on the stress experienced by managers…

Public sector work intensification and negative behaviors

Maryam Omari, Megan Paull

The purpose of this paper is to explore issues associated with sector specific change in the Australian Public Service (APS). Evidence is presented on the impact of New Public…

Effective leadership in managing NPM-based change in the public sector

Dana S. Kellis, Bing Ran

The purpose of this paper is to find underlying causes of leadership failure in NPM-based reforms in the public service, and propose leadership principles to guard against such…

Connecting HRM and change management: the importance of proactivity and vitality

Lars Tummers , Peter M. Kruyen, Dominique M. Vijverberg, Tessa J. Voesenek

Organizations are continuously under pressure to adapt to changing circumstances. Job proactivity and vitality are important in changing environments. For instance, vital…

NPM and change management in asset management organisations

Matthew J. Xerri, Silvia A. Nelson, Yvonne Brunetto, Stuart R.M. Reid

Effective engineering asset management is essential in delivering public services safely whilst avoiding breakdowns and accidents. The purpose of this paper is to ensure asset…

Occupational power differentiates employee impacts under continuing change

John Rodwell, Rebecca Flower, Defne Demir

The purpose of this paper is to investigate whether occupational social contexts differentiate the processing of changes in the employment relationship, as represented by the…

Advancing knowledge on organizational change and public sector work

David Pick, Stephen T.T. Teo, Lars Tummers , Cameron Newton