000			01541naa a2200181uu 4500
001			8091720130010
003			OSt
005			20190211164305.0
008			080917s2008 xx ||||gr |0|| 0 eng d
100	1		_aSCHÖN-QUINLIVAN, Emmanuelle _935576
245	1	0	_aImplementing organizational change - the case of the Kinnoci reforms
260			_aOxfordshire, UK : _bTaylor & Francis, _cAugust 2008
520	3		_aThis article furthers Kassim's analysis of change in the Commission as a result of the Kinnock administrative reforms. Delving into the innermost parts of the organization, it takes the analysis to a meso-level in order to give a more fine-tuned account of the scope of change in two functionally distinct Directorates-General (DGs), DG TREN and DG REGIO. Based on official documents and a series of 32 semi-structured qualitative interviews with Heads of Units, this paper aims to tell the story of reform in action. Using the lens of translation of policy into action, it looks at the dynamic of change and explains why the implementation of the Commission-wide Kinnock reforms has produced varying degrees of change in DG REGIO and DG TREN. It concludes that supportive leadership is the key element which explains ownership of the reform by officials and therefore effective change
773	0	8	_tJournal of European Public Policy _g15, 5, p. 726-742 _dOxfordshire, UK : Taylor & Francis, August 2008 _xISSN 13501763 _w
942			_cS
998			_a20080917 _b2013^b _cTiago
998			_a20081029 _b1034^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c27548 _d27548
041			_aeng