000			01408pab a2200193 454500
008			180718b2008 xxu||||| |||| 00| 0 eng d
100			_aRochet, Caude
245			_aCrisis as change strategy in public organizations
260			_c2008
300			_ap.65-77.
362			_aMar
520			_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.
650			_aOrganizations
700			_aBout, Lugdivine
700			_aKeramidas, Olivier
773			_aInternational Review of Administrative Sciences
908			_aN
909			_a77858
999			_c77858 _d77858