Editorial special issue: The impact of organizational change on public sector employee outcomes
Blackwell Publishing Ltd
School of Business and Law
Organisational change is a fundamental theme of most public sector workplaces. Examples of the kinds of changes that are taking place include workplace flexibility enhancing initiatives (Newton et al. 2013), the need to engage in greater collaboration and enhance networks (Osborne and Brown 2013), and, the devolution and delegation of authority and autonomy (Christensen and Lægreid 2011). These trends are evident in a range of public sector con-texts including Australia (Newton et al. 2013),the USA (Yang and Kasserkert 2009), the United Kingdom (Osborne and Brown 2013),and Scandinavia (Ibsen et al. 2011). Despite the fact that most public sector workplaces are experiencing these types of changes, the reality remains that more fail than are successful (e.g., Vakola et al. 2013). Hence, the depth and breadth of change is a reality in public sector organisations, however, this does not mean that researchers or practitioners understand the processes and effectiveness of change.