Beyond the vision: Cultural change in the public sector

Abstract

Cultural change is now established at the heart of both the rhetoric and practice of transforming the public sector. However, the proliferation of ‘missions’, ‘visions’ and values’ which has accompanied cultural change initiatives are often little more than skin deep, and can be divorced from the messier realities of change. This article attempts to redress the balance by linking work on culture to strategy‐making and to the political processes which underpin change, with special reference to quality initiatives. It also sets out a research agenda for exploring the processes of organizational change and transition.

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