Strategic management and organization development: Planned change in a public sector organization

Abstract

This paper reports on a case study on the introduction of organization development (OD) techniques in a traditionally top-down lead public sector organization in the Netherlands. The findings suggest that an OD-inspired bottom-up change approach can have a place next to a top-down strategic management change approach. However, to reap the benefits of OD, the top management role appeared to be pivotal, especially with regard to creating the circumstances under which sufficient participation can take place.

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