Table 2 Differences and similarities in...

Table 2

Differences and similarities in cross-case analysis of the two cases

Management change implementation in private organisational context	Management change implementation in public organisational context
Trust	Trust
- Relation to employee vulnerability Profit-making logic does not disrupt routines in a profit-making organisation	- Relation to employee vulnerability Profit-making logic disrupts routines in a profit-making organisation
- Relation to ability Clearer roles of collaborating units	- Relation to ability Employees’ roles were specified
Performance	Performance
- Relation to job performance Clearer subordinate-supervisor relationships Managerial decision-making procedures	- Relation to job performance Novel approach to managerial and decision-making practices: prior collegial groups in decision making, strategic recruitments
- Relation to integrity Actions according to roles and different job descriptions	- Relation to ability and integrity Reduction of internal bureaucracy, core duties
- Relation to ability and benevolence Communication: sharing of set objectives and performance rates through the intranet Productivity: transparency and a clear measurement system Cooperation: communal responsibility, meaningful conversation, ideas between colleagues	- Relation to benevolence Wellbeing and working atmosphere Productivity: scientific publications Cooperation: within working teams

Management change implementation in private organisational context	Management change implementation in public organisational context
Trust	Trust
- Relation to employee vulnerability Profit-making logic does not disrupt routines in a profit-making organisation	- Relation to employee vulnerability Profit-making logic disrupts routines in a profit-making organisation
- Relation to ability Clearer roles of collaborating units	- Relation to ability Employees’ roles were specified
Performance	Performance
- Relation to job performance Clearer subordinate-supervisor relationshipsManagerial decision-making procedures	- Relation to job performance Novel approach to managerial and decision-making practices: prior collegial groups in decision making, strategic recruitments
- Relation to integrity Actions according to roles and different job descriptions	- Relation to ability and integrity Reduction of internal bureaucracy, core duties
- Relation to ability and benevolence Communication: sharing of set objectives and performance rates through the intranetProductivity: transparency and a clear measurement systemCooperation: communal responsibility, meaningful conversation, ideas between colleagues	- Relation to benevolence Wellbeing and working atmosphereProductivity: scientific publicationsCooperation: within working teams