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From bureaucratic to postbureaucratic the difficulties of transition

Identifieur interne : 009985 ( Main/Exploration ); précédent : 009984; suivant : 009986

From bureaucratic to postbureaucratic the difficulties of transition

Auteurs : Emmanuel Josserand [France] ; Stephen Teo [Australie] ; Stewart Clegg [Australie]

Source :

RBID : ISTEX:B9F054DDAD2B0A5AA1CB39D21141E3040F272F3A

Descripteurs français

English descriptors

Abstract

Purpose Modern bureaucracies are under reconstruction, bureaucracy being no longer modern they are becoming post bureaucratic. Defining the postbureaucratic 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. Designmethodologyapproach 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. Originalityvalue The paper outlines the difficulties experienced in the putative refurbishment of a large public sector agency as it made its way to corporatization.

Url:
DOI: 10.1108/09534810610643686


Affiliations:


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