Under what conditions do public managers favor and pursue organizational change?
By: Fernandez, Sergio
.
Contributor(s): PITTS, David W.
Material type: 
ArticlePublisher: Thousand Oaks, CA : Sage Publications, September 2007The American Review of Public Administration 37, 3, p. 324-341Abstract: Managerial leaders play a prominent role in organizational change--as champions for change and as key players in its implementation. This study seeks to understand why public managers choose to support change and initiate it within their organizations. A model of change-related attitude and behavior is developed and tested in the study. The results indicate that a complex pattern of internal and external factors influence a public manager's attitude and behavior relating to change. The results also suggest that top-down and bottom-up drivers of change work simultaneously to influence a public manager's decision to assume the role of a change agent
Managerial leaders play a prominent role in organizational change--as champions for change and as key players in its implementation. This study seeks to understand why public managers choose to support change and initiate it within their organizations. A model of change-related attitude and behavior is developed and tested in the study. The results indicate that a complex pattern of internal and external factors influence a public manager's attitude and behavior relating to change. The results also suggest that top-down and bottom-up drivers of change work simultaneously to influence a public manager's decision to assume the role of a change agent
Click on an image to view it in the image viewer
There are no comments for this item.