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Conditions of the change implementation process in city councils in Poland

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The aim of the presented research is to identify conditions of change process in city councils in Poland. Design/methodology/approach: In order to complete the research objective, the survey method was used. This method uses a targeted selection technique. It has been assumed that the selection of councils of cities in which the number of inhabitants exceeds 20,000, allows for the implementation of the research objective. Findings: The obtained results indicate that there is a strong conviction among the respondents about the awareness of the change process dynamics and finding their way in such a complex environment. Changes prepared and implemented by city councils make use of the achievements of modern management science, which is clearly indicated by the solutions used by them that activate participants of changes. Research limitations/implications: The basic limitation of the conducted study and the recommendation for future research is the measurement of the concept at many levels of the organizational hierarchy and among different groups of respondents. Originality/value: The article deepens the understanding of the change management process in city halls in Poland.
Rocznik
Tom
Strony
561--574
Opis fizyczny
Bibliogr. 26 poz.
Twórcy
  • University of Warmia and Mazury in Olsztyn, Poland
  • University of Warmia and Mazury in Olsztyn, Poland
Bibliografia
  • 1. Brown, K., Ryan, N., & Parker, R. (2002). New Modes of Service Delivery in the Public Sector: Commercialising Government Services. International Journal of Public Sector Management, 13(2), 206-221. https://doi.org/10.1108/09513550010345955.
  • 2. Cameron, E. & Green, M. (2012). Making Sense of Change Management. A Complete Guide to the Models, Tools and Techniques of Organizational Change. London-Philadelphia-New Delhi: Kogan Page Limited.
  • 3. Choi, M. (2011). Employees’ Attitudes Toward Organizational Change: a Literature Review. Human Resources Management, 50(4), 479-500. https://doi.org/10.1002/hrm.20434.
  • 4. Dawson, P. (2003). Understanding Organizational Change. The Contemporary Experience of People at Work. London: SAGE Publications.
  • 5. Denager Staniok, C. (2016). Managing Goal Commitment in Public Organizations: The Effects of Goal Conflict. International Journal of Public Administration, 39(5), 370-381. https://doi.org/10.1080/01900692.2015.1015557.
  • 6. Dobrovič, J. & Timková, V. (2017). Examination of Factors Affecting the Implementation of Organizational Changes. Journal of Competitiveness, 9(4), 5-18. https://doi.org/10.7441/joc.2017.04.01.
  • 7. Drucker, P.F. (1988). Management and the World’s Work. Harvard Business Review, 66, 65-76.
  • 8. Dunphy, D.C. (2000). Embracing the Paradox: Top-down Versus Participative Management of Organizational Change: a Commentary on Conger and Bennis. In: M. Beer, & N. Nohria (eds.), Breaking The Code of Change (pp. 99-112). Boston: Harvard Business School Press.
  • 9. Judge, T.A., Thoresen, C.J., Pucik, V., & Welbourne, T.M. (1999). Managerial Coping With Organizational Change: A Dispositional Perspective. Journal of Applied Psychology, 84(1), 107-122. DOI: 10.1037 // 0021-9010.84.1.107.
  • 10. Kotter, J.P. (1996). Leading Change. Boston, Massachusetts: Harvard Business School Press.
  • 11. Kotter, J.P. (2014). Accelerate. Building Strategic Agility for a Faster-moving World. Boston, Massachusetts: Harvard Business School Press.
  • 12. Lines, R. (2004). Influence of Participation in Strategic Change: Resistance. Organizational Commitment and Change Goal Achievement, Journal of Change Management, 4(3), 194-215. https://doi.org/10.1080/1469701042000221696.
  • 13. Longo, F. (2008). Managing Public Reforms Effectively: a Strategic Change Management Approach. In: F. Longo & D. Cristofoli (eds.), Strategic Change Management in the Public Sector (pp. 1-18). West Sussex: John Wiley & Sins Ltd.
  • 14. Lutrin, C.E. & Shani, A.B. (1998). Reinventing in the Public Sector: Some Lessons and Limits. In: R.R. Sims (ed.), Accountability and Radical Change in Public Organizations (pp. 71-96). Westport, CT: Quorum Books.
  • 15. Micheli, P., Schoeman, M., Baxter, D. & Goffin, K. (2012). New Business Models for Public-Sector Innovation. Successful Technological Innovation for Government. Research-Technology Management, 55(5), 425-432. DOI: 10.5437 / 08956308X5505067.
  • 16. Parrt, K. & Proctor-Thomson, S. (2002). Leadership, Culture and Performance: The Case of the New Zealand Public Sector. Journal of Change Management, 3(4), 376-399. DOI: 10.1080/714023843.
  • 17. Podsakoff, P.M., MacKenzie, S.B. & Bommer, W.H. (1996). Transformational Leader Behaviours and Substitutes for Leadership as Determinants of Employee Satisfaction, Commitment, Trust, and Organizational Citizenship Behaviours. Journal of Management, 22(2), 259-298. https://doi.org/10.1177/014920639602200204.
  • 18. Qian, Y. & Daniels, T.D. (2008). A Communication Model of Employee Cynicism Toward Organizational Change. Corporate Communications: An International Journal, 13(3), 319-332. https://doi.org/10.1108/13563280810893689.
  • 19. Schmidt, E., Groeneveld, S. & Van de Walle, S. (2017). A Change Management Perspective on Public Sector Cutback Management: Towards a Framework for Analysis. Public Management Review, 19(10), 1538-1555. https://doi.org/10.1080/09537287.2012.666913.
  • 20. Seppala, T., Lipponen, J., Bardi, A. & Pirittila-Backman, A.M. (2012). Change-oriented Organizational Citizenship Behaviour: An Interactive Product of Openness to Change Values, Work Unit Identification, and Sense of Power. Journal of Occupational and Organizational Psychology, 85(1), 136-155. https://doi.org/10.1111/j.2044-8325.2010.02010.x.
  • 21. Siemiński, M. & Krukowski, K. (2018). Cultural Conditions for Giving Strategic Measures of the CSR Concepts within the Organization. In: K.S. Soliman (ed.), Innovation Management and Education Excellence through Vision 2020 (pp. 3328-3337). Mediolan: International Business Information Management Association (IBIMA).
  • 22. Smollan, R.K. (2006). Minds, Hearts and Deeds: Cognitive, Affective and Behavioural Responses to Change. Journal of Change Management, 6(2), 143-158. https://doi.org/10.1080/14697010600725400.
  • 23. Stewart, J. & Kringas, P. (2003). Change Management - Strategy and Values in Six Agencies from the Australian Public Service. Public Administration Review, 63(6), 675-688. https://doi.org/10.1111/1540-6210.00331.
  • 24. Strojny, J. & Jedrusik, A. (2018). Stakeholder Analysis During a Reorganization Project in Local Government Institutions – Key Methodological Aspects. Marketing and Management of Innovations, 4, 372-381. http://doi.org/10.21272/mmi.2018.4-32.
  • 25. Van der Voet, J. (2013). The Effectiveness and Specificity of Change Management in a Public Organization: Transformational Leadership and a Bureaucratic Organizational Structure. European Management Journal, 32(3), 373-382. DOI: 10.1016/j.emj.2013.10.001.
  • 26. Wharton, A.S. (2015) Working in America Continuity, Conflict, and Change in a New Economic Era. New York: Taylor & Francis, pp. 11-16.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-dac38893-8eec-415d-b566-001ec84a35ec
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