000			01549nam a2200181Ia 4500
008			181130s2018 xx 000 0 und d
100			_aBarker, Laura et al
245			_aMore of the same?: _b a dual case study approach to examining change momentum in the public sector
260			_c2018
300			_ap.253-271.
504			_dJun
520			_aDespite the significant amount of change experienced by the public sector, there has been relatively limited empirical examination of how change agendas affect public sector employees in Australia. This article presents a comparative analysis of two Australian public sector organisations that implemented the same positive work change agenda, but experienced very different outcomes. Using a critical realist approach, we draw on a mix of qualitative techniques to suggest that textbook notions of �successful change�, which are often derived from large private sector expectations, may fail to capture the complex nature of how public sector change initiatives may unfold. In particular, we demonstrate how political, temporal, contextual, and process factors interact to shift change momentum. Illustrative examples are provided throughout and the findings are discussed in terms of their implications for theory building, for change facilitation, and for future research. - Reproduced.
650			_aOrganisational change
650			_aPublic sector
700			_aMcKeown, Tui and Cox, Julie Wolfram
773			_aAustralian Journal of Public Administration
906			_aPublic sector
999			_c506862 _d506862