Under What Conditions Do Public Managers Favor and Pursue Organizational Change?

Sergio Fernández · David W. Pitts

67 citations0/0 files storedThe American Review of Public Administration

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Organizational Change and Leadership Public Policy and Administration Research Organizational Management and Change

Abstract

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.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1979The Social Psychology of Organizations.1969The social psychology of organizing 1991The New Institutionalism in Organizational Analysis 1964A Behavioral Theory of the Firm 1977The Population Ecology of Organizations

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