Theories and process of change management in public sector: a literature review

Providing a comprehensive review of the literature contributions to Change Management theories and process within the Public Sector, the authors tried to provide an overview of the research perspectives, focus and trends over the past 27 years. By adopting an analytical framework mainly based on context, content, process and outcome of change the authors from one hand, find an emerging pattern of change which is slowly being recognized by the literature as an alternative to the traditional “planned change”. On the other hand, the authors denote that literature is increasingly reflecting the new change dynamics within the Public sector, by adding to the traditional core categories of agent of change, a new range of organizational actors which appear to be more “diffuse” and having an impact all along the change process of the organization. This finding is consolidated by an increasing literature focus on individual behaviors of the organizational actors and the relationship between change management and people management. This relationship appears to be more prominent in activities associated with disciplines such as human resource management (HRM), human resource development, and also organization development (Rees & Johari, 2010), providing HRM with a new strategic role in accompanying change process (Molineux, 2013) which is key to facilitate change within Public Organizations. A particular focus on the role played by led by human resources departments is envisaged in supporting and developing relational managing capabilities that accelerate cultural change promoting flexibility in the work environment (Baratt-Pugh and Bahn, 2015)