000			01752pab a2200181 454500
008			180718b1995 xxu||||| |||| 00| 0 eng d
100			_aRobertson, Peter J.
245			_aOutcomes of planned organizational change in the public sector _ba meta-analytic comparison to the private sector.
260			_c1995
300			_ap.547-58
362			_aNov-Dec
520			_a"Can planned organizational change efforts in public sector organizations be as successful as those in private organizations? Prior theory and research reflect some ambiguity regarding this question. Literature regarding traditional differences between the public and private sectors suggests that basic characteristics of public organizations may impede the success of planned change interventions. However, growing recognition of the fact that disviability of this assumption. Furthermore, prior empirical comparisons of intervention success have found that patterns of success are similar in the two types of organizations. Peter J. Robertson and Sonal J. Seneviratne address this question by using meta-analytic procedures to evaluate the impact of planned change interventions on seven categories of organization variables. Their findings suggest that, by and large, organizational change interventions are just as successful in both sectors. However, they found differences between the sectors for three variable categories, indicating that it is more difficult to implement changes in public organization work settings but that organizational performance can be improved more readily in public organizations"
650			_aPublic sector enterprises
650			_aPublic sector
700			_aSeneviratne, Sonal J.
773			_aPublic Administration Review
909			_a30197
999			_c30197 _d30197