Middle Manager Resistance to, or Acceptance of Organisational Change in the Australian Public Service
DOI:
https://doi.org/10.33423/ajm.v24i3.7274Keywords:
management, leadership, organisational culture, psychological capital, organisational changeAbstract
This paper explores the impact of policy on organisational factors (leadership and organisational culture) and managers’ personal attributes (such as psychological capital) on their resistance to or acceptance of change. This qualitative study utilised interviews with senior leaders and focus groups with middle managers. The findings identified the impact of senior leadership and managers’ Psychological Capital on their acceptance of change. This paper identified the importance of understanding the drivers of change on managers during the change process in two public sector organisations. This paper found that the implementation of NPM reforms and austerity funding affected how managers’ interpreted new policies, which impacted their acceptance of change.
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