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Change management in the public sector:The use of cross-functional teams


Reference:

Piercy, N., Phillips, W. and Lewis, M., 2013. Change management in the public sector:The use of cross-functional teams. Production Planning and Control, 24 (10-11), pp. 976-987.

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Official URL:

http://dx.doi.org/10.1080/09537287.2012.666913

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Abstract

Adoption of change management best practices continues to be offered as a route towards improved cost, quality and productivity of public services. These approaches are predominantly drawn from private sector research and their application by the public sector remains a relatively under-researched area. In this article we investigate with three case studies of local authorities one popular private sector change management approach – cross-functional team-based working. We analyse the varying success of three cross-functional teams and the organisational mechanisms that supported their implementation. We identify four requirements for success. The first three concur with established private sector research on cross-functional working (the need for the organisational leader to clearly support the team; cultural and structural issues that support cross-functional integration; funding support), although we find greater subtlety needed in their application in the public sector. Our research also uncovers a fourth critical requirement – the need to break the status-quo and overcome resistance to change. We find no evidence that these conditions cannot be met in the public sector and suggest cross-functional teams as a positive approach to be integrated in public sector change programmes.

Details

Item Type Articles
CreatorsPiercy, N., Phillips, W. and Lewis, M.
DOI10.1080/09537287.2012.666913
Related URLs
URLURL Type
http://www.scopus.com/inward/record.url?scp=84884579308&partnerID=8YFLogxKUNSPECIFIED
DepartmentsSchool of Management
RefereedYes
StatusPublished
ID Code33903

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