01524pab a2200205 454500008004000000100001800040245005400058260000900112300001300121362000800134520092600142650001801068700002001086700002301106773005201129908000601181909001001187999001701197952010401214180718b2008   xxu||||| |||| 00| 0 eng d  aRochet, Caude  aCrisis as change strategy in public organizations  c2008  ap.65-77.  aMar  aAccording to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context of public organizations. then, we synthesize the conclusions of four case studies around a question: `Is building public organizations capable of co-evolution with their environment feasible?' We will present some strategies of evolution for public organizations, in response to a state of crisis, constituting a vector of organizational change. We conclude on the interest of considering crisis as a vector of organizational change in public organizations. - Reproduced.  aOrganizations  aBout, Lugdivine  aKeramidas, Olivier  aInternational Review of Administrative Sciences  aN  a77858  c77858d77858  00104070aIIPAbIIPAd2018-07-19hVolume no: 74, Issue no: 1pAR78318r2018-07-19w2018-07-19yAR