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System change at National government level

Research output: Journal contributions › Journal articles › Research › peer-review

Standard

System change at National government level. / Saner, Raymond; Yiu, Lichia.
In: Research in Organizational Change and Development, Vol. 26, 10.08.2018, p. 341-388.

Research output: Journal contributions › Journal articles › Research › peer-review

Harvard

Saner, R & Yiu, L 2018, 'System change at National government level', Research in Organizational Change and Development, vol. 26, pp. 341-388. https://doi.org/10.1108/S0897-301620180000026009

APA

Saner, R., & Yiu, L. (2018). System change at National government level. Research in Organizational Change and Development, 26, 341-388. https://doi.org/10.1108/S0897-301620180000026009

Vancouver

Saner R, Yiu L. System change at National government level. Research in Organizational Change and Development. 2018 Aug 10;26:341-388. doi: 10.1108/S0897-301620180000026009

Bibtex

@article{5d584d4c1aed4b4b896ced68dc17dc5b,
title = "System change at National government level",
abstract = "The authors discuss a large system transformation project they designed and implemented in Slovenia at the start of its independence in the early 1990s. Post-mortem insights are useful for practitioners who embark on similarly broad transformation processes. Design issues are discussed such as structuring the pre-contracting phase to guarantee inclusive stakeholder representation and participation throughout the transformation process and how intervention design needs to allow for experimentation and multi-stakeholder alliance building. Application of action research and action learning in a risk-averse environment typical of central governments helped create a sense of ownership, control, and collective accountability in the partner country.",
keywords = "Action learning, Action research, Institution development, Organization development, Public administrative reform, Republic of Slovenia, Social system change, Transition country challenges, Management studies",
author = "Raymond Saner and Lichia Yiu",
note = " ISBN: 978-1-78756-352-0, eISBN: 978-1-78756-351-3 ",
year = "2018",
month = aug,
day = "10",
doi = "10.1108/S0897-301620180000026009",
language = "English",
volume = "26",
pages = "341--388",
journal = "Research in Organizational Change and Development",
issn = "0897-3016",
publisher = "Emerald Publishing Limited",

}

RIS

TY - JOUR

T1 - System change at National government level

AU - Saner, Raymond

AU - Yiu, Lichia

N1 - ISBN: 978-1-78756-352-0, eISBN: 978-1-78756-351-3

PY - 2018/8/10

Y1 - 2018/8/10

N2 - The authors discuss a large system transformation project they designed and implemented in Slovenia at the start of its independence in the early 1990s. Post-mortem insights are useful for practitioners who embark on similarly broad transformation processes. Design issues are discussed such as structuring the pre-contracting phase to guarantee inclusive stakeholder representation and participation throughout the transformation process and how intervention design needs to allow for experimentation and multi-stakeholder alliance building. Application of action research and action learning in a risk-averse environment typical of central governments helped create a sense of ownership, control, and collective accountability in the partner country.

AB - The authors discuss a large system transformation project they designed and implemented in Slovenia at the start of its independence in the early 1990s. Post-mortem insights are useful for practitioners who embark on similarly broad transformation processes. Design issues are discussed such as structuring the pre-contracting phase to guarantee inclusive stakeholder representation and participation throughout the transformation process and how intervention design needs to allow for experimentation and multi-stakeholder alliance building. Application of action research and action learning in a risk-averse environment typical of central governments helped create a sense of ownership, control, and collective accountability in the partner country.

KW - Action learning

KW - Action research

KW - Institution development

KW - Organization development

KW - Public administrative reform

KW - Republic of Slovenia

KW - Social system change

KW - Transition country challenges

KW - Management studies

UR - http://www.scopus.com/inward/record.url?scp=85064453907&partnerID=8YFLogxK

U2 - 10.1108/S0897-301620180000026009

DO - 10.1108/S0897-301620180000026009

M3 - Journal articles

AN - SCOPUS:85064453907

VL - 26

SP - 341

EP - 388

JO - Research in Organizational Change and Development

JF - Research in Organizational Change and Development

SN - 0897-3016

ER -

DOI

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