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- W2004023191 abstract "Professionals are often seen as an implementation barrier to change in public organisations. Although their commitment is judged to be crucial, they often behave rather reservedly and may even oppose change. The power models and micro‐political theories of change both conceptualise this resistance as a defence of their professional interests, their benefits and their power status. Acknowledging that political strategies, tactics and games played have a crucial role in the implement of change in public organisations, this paper expands this perspective by dealing with issues related to professional identity. Identity‐related conflicts often go beyond the issues of protecting and enhancing benefits and power. Therefore, this paper focuses on the central characteristics of identity and examines the identity‐related aspects of the political perspective of change management." @default.
- W2004023191 created "2016-06-24" @default.
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- W2004023191 date "2008-12-01" @default.
- W2004023191 modified "2023-09-25" @default.
- W2004023191 title "Professionals as an Implementation Barrier to Change in Public Organisations: Political and Identity Perspectives" @default.
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- W2004023191 doi "https://doi.org/10.1108/17479886200800033" @default.
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