Outline

  • Abstract
  • Keywords
  • Introduction
  • Theoretical Background and Hypotheses
  • Organizational Change in Public Organizations
  • Processes of Organizational Change and Its Leadership
  • Bureaucratic Organizational Structures and Processes of Change
  • Methods, Sample and Measures
  • Case Selection and Methods
  • Procedure
  • Measures
  • Analysis and Results
  • Descriptive Statistics and Correlations
  • Regression Analyses
  • Discussion, Limitations, and Implications for Future Research
  • Conclusion
  • Appendix A. Measures
  • References

رئوس مطالب

  • چکیده
  • مقدمه
  • پیشینه تحقیق و تدوین فرضیه‌ها
  • تغییر سازمانی در سازمان‌های عمومی
  • فرایند تغییر سازمانی و رهبری آن
  • ساختار سازمانی دیوان‌سالاری و فرایندهای تغییر
  • روش‌شناسی، نمونه آماری و شاخص‌های اندازه‌گیری
  • انتخاب نمونه و شاخص‌های اندازه‌گیری
  • روش شناسی
  • شاخص‌ها
  • تحلیل و نتایج
  • آماره توصیفی و همبستگی‌ها
  • تحلیل رگرسیونی
  • بحث، محدودیت‌ها و پیشنهادهایی برای پژوهش‌های آتی
  • نتیجه‌گیری
  • پیوست A- پرسشنامه

Abstract

There is an extensive private sector literature on organizational change management. However, recent studies have suggested that the specific context of public organizations may have consequences for the management organizational change. This study examines to what extent different change approaches and transformational leadership of direct supervisors contribute to the effective implementation of organizational change in public organizations, and to what extent the bureaucratic structure of public organizations makes the implementation of organizational change s3pecific. The implementation of an organizational change in a Dutch public organization is studied using quantitative methods and techniques. The results indicate that bureaucratic organizations may effectively implement organizational change with both planned and emergent change approaches. The contribution of transformational leadership depends on the type of change approach and organizational structure. Transformational leadership behavior of direct supervisors contributes little to planned processes of change, but is crucial in emergent processes of change in a non-bureaucratic context. Although the literature on change management mostly emphasizes the leadership of senior managers, the leadership role of direct supervisors should not be overlooked during organizational change in public organizations.

Keywords: - - -

Conclusions

The aim of this study was to examine the effectiveness and specificity of change management in a public organization. The study assessed to what extent employee willingness to change is explained by transformational leadership and different change approaches. Moreover, the study examined to what extent these relationship were affected by the bureaucratic organizational structures that typically characterizes public organizations. The results indicate that both the planned and emergent approach to change are effective ways of bringing about change in a bureaucratic context. The transformational leadership behavior of direct supervisors contributes little to planned processes of change. However, transformational leadership is crucial in emergent processes of change, but only in a non-bureaucratic context. Although the literature on change management mostly emphasizes the leadership of senior managers, the leadership role of direct supervisors should not be overlooked during organizational change in public organizations.

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