Managing Successful Organizational Change in the Public Sector*

Fernández, Sergio Gómez; Rainey, Hal G.

doi:10.4324/9781315095097-2

Cited by 187 publications

(266 citation statements)

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“…Entrepreneurial leaders also provide critical resources for innovation, such as time, equipment, and facilities ( Scott and Bruce 1994 ). Fernandez and Rainey (2006 ) emphasized that management practices are important for employee acceptance of change. Despite some evidence that entrepreneurial leadership may be effective in promoting innovative outcomes in the public sector (Ricard et al 2017), there is limited knowledge of the underlying psychological processes that link entrepreneurial leadership with the innovative behavior of individual employees.…”

Section: Entrepreneurial Leadership and Innovative Behaviormentioning

confidence: 99%

How Leadership and Public Service Motivation Enhance Innovative Behavior

Miao

Newman

Schwarz

et al. 2017

Public Administration Review

162

177

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Prior research has linked the innovative behavior of public sector employees to desirable outcomes such as improved efficiency and higher public service quality. However, questions regarding the drivers of innovative behavior among employees have received limited attention. This article employs psychological empowerment theory to examine the underlying processes by which entrepreneurial leadership and public service motivation (PSM) shape innovative behavior among civil servants. Based on three‐wave data from 281 Chinese civil servants and their 59 department heads, entrepreneurial leadership is found to positively influence subordinates' innovative behavior by enhancing two dimensions of psychological empowerment: meaning and impact. Additionally, PSM was found to influence subordinates' innovative behavior by enhancing the dimensions of meaning and competence. These findings suggest that to facilitate innovative behavior among employees, public organizations should consider introducing training that encourages leaders to serve as entrepreneurial role models and recruit employees with high levels of PSM.

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Section: Entrepreneurial Leadership and Innovative Behaviormentioning

confidence: 99%

How Leadership and Public Service Motivation Enhance Innovative Behavior

Miao

Newman

Schwarz

et al. 2017

Public Administration Review

162

177

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show abstract

“…The argument that change failure is due to employee resistance to, or cynicism towards, change reflects a normative view that people resist and obstruct change (Piderit 2000;Torben 2011) and that an essential part of change management is to create employee buy-in thereby overcoming expected negativity (Armenakis et al 1993;Fernandez and Rainey 2006;Piderit 2000;Torben 2011). Change agents (often senior managers) who hold this belief can develop self-fulfilling prophecies whereby their actions and inactions ultimately contribute to employees resisting change (Dent and Goldberg 1999;Ford et al 2008).…”

Section: Assumptions Regarding Resistance To Changementioning

confidence: 99%

“…It also involves championing strategic ideas proposed by employees to the senior management team and advocating their consideration (Floyd and Wooldridge 1994). Enhancing employee participation in the change process is important for increasing employees' ownership of, and buy-in to, the change process (Cao et al 2016;Fernandez and Rainey 2006) and for eliciting change readiness (Armenakis et al 1993). Crucially for change processes, middle managers' brokering role also means they can harness the positive benefits associated with change resistance.…”

Section: Middle Managers' Proximity To Employeesmentioning

confidence: 99%

Enabling Middle Managers as Change Agents: Why Organisational Support Needs to Change

2018

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Change efforts frequently fail to achieve their desired outcome with failure often attributed to employee resistance to change. Literature on resistance indicates it can emerge from ineffective change management. This article argues that change management could be improved through middle managers actively undertaking a change intermediary role, thereby enabling employees to make sense of, and reframe, the change. Qualitative data is used to explore the extent to which middle managers had the capacity and support necessary to effectively implement change. The article concludes by proposing that managers who are actively engaged change agents, who frame and make sense of the change with employees, can reduce resistance. However, for this to be realised, organisations need to actively support the systematic development of middle management change management capabilities.

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“…After the first explorative steps, the question of scope and goals of the cooperation had to be answered anew (van der Hoorn, 2016). A few pilot projects can bring new insights and (hopefully) success stories to an organization, but would never be able to significantly change its culture and move it towards the goals of operational excellence (Fernandez and Rainey, 2006;Chakravorty, 2009). After the first year, an LSS GB training was provided for the municipality, open for volunteers from all city departments.…”

Section: Deployment Of Lean Six Sigmamentioning

confidence: 99%

Introducing Lean Six Sigma to a German municipality: an action research report

Kregel¹,

Coners²

2018

IJLSS

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Purpose This paper aims to expand the knowledge about Lean Six Sigma (LSS) implementation in the public sector. By analyzing an LSS improvement initiative in a German municipality, examples of success, barriers and challenges are discussed. A comparison with literature regarding the production and service sectors unfolds similarities and differences. Design/methodology/approach The paper applies the action research method. Especially for the broad field of project management, methods focusing on actual experience from practice have been recommended by many researchers. Findings Implementations of LSS in the public sector seem to be particularly challenging and lengthy. Change and communication management have proved to be the most important aspects to successful acceptance, cooperation and improvement sustainability. In the analyzed cases, the needed volume of data could often not be procured. The applied Six Sigma methodology primarily included the DMAIC project phases as well as selected standard instruments. In contrast, the lean elements of LSS achieved more results and were appreciated by project team members. Originality/value The LSS application in this paper provides insights into practical implementation experience in a municipality, as well as lessons learned. Until now, most research addressed the single application of lean, continuous improvement or Six Sigma. This paper represents the first academic report of a LSS program in a German municipality and underlines the need for scientific support of those initiatives in further municipalities worldwide.

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Managing Successful Organizational Change in the Public Sector*

Cited by 187 publications

References 0 publications

How Leadership and Public Service Motivation Enhance Innovative Behavior

How Leadership and Public Service Motivation Enhance Innovative Behavior

Enabling Middle Managers as Change Agents: Why Organisational Support Needs to Change

Introducing Lean Six Sigma to a German municipality: an action research report

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