In the beginning of the 21st century, when the notion of constant transformation is so frequently invoked, organizational change in the public sector is gaining increased attention. Responding to regulatory, economic, competitive and technological shifts, the challenge of reorganization is universal for all public organizations. This paper aims to explore the shift from Traditional to New Public Management (NPM), as well as the driving forces (such as the information economy, the need for better public performance, the opening of global markets, greater knowledge intensity etc.) that lead to the formulation of transformational programs to Greece. A presentation of a transformational program called Politeia, will be provided, analysed and compared to previous efforts. Finally, we address the important role of leadership and management in Greek public organizations that want successful to implement any change effort successfully. Copyright Kluwer Academic Publishers. Manufactured in The Netherlands 2005New Public Management, bureaucracy, organizational change, leadership, management, Greek public sector,
Propelled by the driving forces of globalization and technology explosion, public institutions face the challenge of rapid and discontinuous change. Such change has come to undermine the relevance of traditional approaches on how an institution should be managed. We analyse a technologydriven change effort, the implementation of an Integrated Information System (IIS), that unfolds within the boundaries of the institutional context of the Hellenic Parliament. The purpose of our research, which reports on a qualitative fi eld study, is to explore and understand how the particularities of technology-driven change on the one hand, and institutional change on the other, can be integrated, paying particular attention to how the different actors involved in the process interact and affect the unfolding of such a change effort. Our fi ndings show that strong friction did indeed occur between old and new institutional factors, but that the key factor enabling the change effort to advance and fi nally gain legitimation was the encouragement and support in the institutional change process of opportunity-based and emerging changes, as proposed by the technological change literature. organizations has led scholars to extract management practices from the business literature and try to apply them to public organizations. The ' New Public Management ' (NPM) school of thought has broadly infl uenced public management reforms and introduced new managerial practices that put more emphasis on the market and on replacing the bureaucratic structures of public organizations with more fl exible ones as found in the private sector ( PUMA/HRM 2001 ). In general, this movement could be seen as a transformation from public bureaucracy to a model of more fl exible administration ( Pollitt and Bouckaert 2004 ).In this environmental context, our research set out to address the challenge of change in public organizations through an exploration of the unfolding of a planned technologydriven change effort in the shape of the implementation of an Integrated Information System (IIS) in the Hellenic Parliament. The implementation of the IIS took place within the framework of a larger change programme in the Greek public sector, inspired by New Public Management principles and which presented an immense challenge both at the institutional and political levels of Greek public administration ( Philippidou et al. 2004 ). The IIS change effort provides a representative case for analysing how and why change unfolds the way it does in a particular public institutional context (that of the Hellenic Parliament) throwing light on the link between change management and institutional change, analysing, in particular, the involvement and interaction of different key actors in the process.In the section that follows we briefl y review key literature on technology-driven change and change in an institutional context. We then describe the research setting and methodology. Findings from the fi eldwork depicting and analysing the change process within the institutio...
The purpose of this case study was to identify the capabilities and cognitions of employees and specify the reasons why they were or not satisfied with their job tasks. The employees of one public organization (a Greek ministry) were chosen to participate in the research. The findings of the analysis indicated that we can identify specific leverage points that can increase job satisfaction. Unvaried descriptive statistics are presented to give a first insight about employees' demographics, abilities, previous working experience, description of their current working context, working problems and motives associated with their working position and, finally, job satisfaction. It is the first attempt which took place in the frame of a Greek Ministry.
Although Knowledge Management (KM) has been acknowledged as the most important resource and capability of an organisation, many academics' standpoints argue upon knowledge distinct characteristics. This paper is a critical review of KM literature and attempts to clarify different knowledge perspectives and offer a holistic picture of one of the most controversial issues to management science. We, first, build our critique on knowledge theory, explaining what knowledge is. Regarding different knowledge perspectives, such as Nonaka's, Tsoukas' and Blackler's, we attempt to clarify how knowledge interacts and is affected by their unique views. Second, we review KM theory according to the analysed knowledge perspectives. Finally, we categorise KM theory to three approaches: the cognitive, the community and the network approach, and we consider their impact to organisations
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