000			01600naa a2200205uu 4500
001			8091719200210
003			OSt
005			20190211164259.0
008			080917s2008 xx ||||gr |0|| 0 eng d
100	1		_aROCHET, Claude _935567
245	1	0	_aCrisis and change strategy in public organizations
260			_aLondon, UK : _bSage Publications, _cMarch 2008
520	3		_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
700	1		_aKERAMIDAS, Olivier _935568
700	1		_aBOUTE, Lugdivine _935569
773	0	8	_tInternational Review of Administrative Sciences _g74, 1, p. 65-77 _dLondon, UK : Sage Publications, March 2008 _xISSN 00208523 _w
942			_cS
998			_a20080917 _b1920^b _cTiago
998			_a20081105 _b1037^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c27539 _d27539
041			_aeng