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For appropriateness or consequences? Explaining organisational change in English local government

Entwistle, Thomas Walter 2011. For appropriateness or consequences? Explaining organisational change in English local government. Public Administration 89 (2) , pp. 661-680. 10.1111/j.1467-9299.2010.01850.x

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Abstract

Organisational change is often attributed to environmental turbulence. Traditional resource dependency and contingency type approaches suggest that change is driven by movements in tangible things. New institutional theory suggests that radical organisational change is guided by a logic of appropriateness in which organisations change their structures and processes in response to changes in prevailing notions of how best to organise. In contrast, contingency theories suggests that organisations pursue a logic of consequentiality, trying to maximise performance by adjusting structures and processes in response to relatively tangible things like the demand for services and the state of technology. Increasingly, commentators acknowledge the importance of both logics, but question how do the two fit together. This paper considers this question through an analysis of 15 cases of radical change observed in four English local authorities – one unitary, one county and two district. The author concludes that the cases presented suggest a need to acknowledge the intermingling of the logics of appropriateness and consequentiality.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
J Political Science > JN Political institutions (Europe) > JN101 Great Britain
J Political Science > JS Local government Municipal government
Publisher: Wiley Blackwell
ISSN: 1467-9299
Last Modified: 04 Jun 2017 03:34
URI: http://orca.cf.ac.uk/id/eprint/22859

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