Exploding the Myth of Change Resistance in Public Service Organisations: New Models of the Determinants of Successful Organisational Transformation

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Large scale organisational change is costly as 80% of change efforts fail due to institutional stability, organisational resistance and cultural inflexibility. In the public sector change resistance has become particularly problematic as governments have demanded radical and rapid structural and cultural changes within public organisations. This project will develop models of change to extend theory and practice regarding the institutional, organisational and cultural environment necessary for public organisations to undergo large scale change and thus assist public organisations in facilitating successful large-scale change. An innovative approach is used to incorporate geographically dispersed, multi-functional and stratified workforces.