Large scale and deep change process in a Ministry of Justice: Lessons for theory and practice

Jacobus Jan Boonstra, Jacqueline Kuyvenhoven, Siebe Riedstra

Producció científica: Article en revista no indexadaArticle

Resum

This article describes a large-scale and in-depth change process at the Ministry of Justice and Security in the Netherlands and shows what works and what does not work in the change approach based on the theory of collaborative change as play. The change process takes place on three levels: the external meaning and cooperation with partners, the way of working and work culture, and the supporting business processes and systems. The dynamics in the change process are high due to the political context in which the change takes shape and the attention that opinion makers and media give to it. For the description of the change process, use has been made of the theory of change as collaborative change and the play model for organizational change. This article answers six research questions about profound and deep change. With this description, other large and political organizations can take advantage in their own change processes. The experiences and answers to the research questions lead to new theoretical and practical insights into the approach to these types of large scale and political driven changes.
Idioma originalAnglès
Pàgines46-60
Publicació especialitzadaTijdschrift voor Management en Organisatie
Estat de la publicacióPublicada - 1 de jul. 2021

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