...Hanna Jacqueline Hellgren; Karl Hedman Purpose This article seeks to understand attempts to formalize informality and keep the urgency of crisis in public sector. Design/methodology/approach To understand this societal problem, the study used qualitative methods of observations of meetings...

... this situation using the concept of symbolic rationality. Originality/value Through symbolic rationality, the study has identified the possibility for further research on the hybrid professionalism of leadership and counsellorship, at three levels in the ambidextrous public sector. The first...

...Humera Manzoor; Nancy Johnson; Mehboob ur Rashid Purpose The purpose of this paper is to address a significant gap in the literature as it explores challenging emotions in the context of forced executive succession in a public sector board by re(conceptualizing) executive succession as a change...

...Fauzia Jabeen; Heather Lynn Friesen; Kilani Ghoudi Purpose The purpose of the paper is to examine the quality of work life (QoWL) and its influence on job satisfaction and turnover (job-leaving) intention of Emirati women employed in various public sector organizations in the United Arab Emirates...

...Vijay Edward Pereira; Rita Fontinha; Pawan Budhwar; Bimal Arora Purpose High-performance work practices (HPWPs) have been well documented within private organisations in developed country economies. Such practices, however, remain under-investigated in the public sector and in emerging economies...

.... Therefore, the present study aimed at identifying ways to preferably prevent, or at least diminish, burnout during episodic changes. This study is, to the best of our knowledge, the first to investigate burnout during an organizational change in the public sector. Specifically, the change examined...

... – This current study provides evidence that the negative behaviors which arise from the implementation of efficiency focussed change can be damaging to individuals, the nature of work, and therefore organizations and the outcomes sought. Many change management activities in the public sector can lead to negative...

... contexts and in private and public organizations. Practical implications – Leaders of public sector organizations need to be mindful of the deleterious effects of stress from organizational change and create cultures, strategies and practices that mitigate the stress. Originality/value...

... and the limited availability of comprehensive material. Practical implications – This study suggests that managing change within the public sector requires an acute understanding of organizational context. This encompasses the situation both within and beyond the organization. Originality/value...

.... Findings – Change, such as breaking up large public sector hierarchies, or developing internal market-like competition and contracting out public services is indeed disruptive. Such change cannot be achieved without shifting decision-making processes, disrupting existing roles and working relationships...

... performance, performance management and change management, and empirical research in the public sector to provide a new way of looking at performance management as a change enabler. First we outline the drive for high performance within the public sector. Second, some of the difficulties with change...

...Leroy White New reforms in the public sector mean that many organisations are attempting to cope with turbulent environments. Traditional models of change have been found to be too static and unable to change the “whole system”. Explores processes for changing the whole system for public sector...

...Marie McHugh Reveals that public sector organizations across the globe have been subject to cuts in government spending, allied to demands for enhanced efficiency and effectiveness. Consequently many have embarked on radical programmes of change which may adversely affect the psychological...

... were used as the sample. For each partnership during the two-year period of the study, the educational/training (public sector) institution was selected as one partner and a random sampling of private sector partners (of which there was frequently more than one) was taken from each partnership so...