Show simple item record

dc.contributor.authorJosserand, E.
dc.contributor.authorTeo, Stephen
dc.contributor.authorClegg, S.
dc.identifier.citationJosserand, E. and Teo, S. and Clegg, S. 2006. From bureaucratic to post-bureaucratic: the difficulties of transition. Journal of Organizational Change Management. 19 (1): pp. 54-64.

Purpose – Modern bureaucracies are under reconstruction, bureaucracy being no longer “modern”; they are becoming “post” bureaucratic. Defining the post‐bureaucratic organization as a hybrid form provides insight into the intrinsic difficulties involved in the refurbishment of large complex organizations. The purpose of this paper is to examine these difficulties empirically. Design/methodology/approach– The paper describes the case of an Australian public sector agency, subject to “corporatization” – a metamorphosis from a strictly public sector outlook to one that was imputedly more commercial. It focuses on the transition from personnel management to strategic HRM in the HR function. Findings– A series of difficulties affected these changes: difficulties in inventing a new identity; differences in perception of that identity; organizational philosophy towards strategic HRM; unsuitability of extent networks; and identity conflicts. Two factors emerge as the core explanation for the difficulties encountered: the “stickiness of identity” and the difficulties associated with network development. Originality/value – The paper outlines the difficulties experienced in the putative “refurbishment” of a large public sector agency as it made its way to “corporatization”.

dc.publisherEmerald Group Publishing Limited
dc.titleFrom bureaucratic to post-bureaucratic: the difficulties of transition
dc.typeJournal Article
dcterms.source.titleJournal of Organizational Change Management
curtin.accessStatusFulltext not available

Files in this item


This item appears in the following Collection(s)

Show simple item record