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Organizational Change Capacity in Public Services: The Case of the World Health Organization

机译:公共服务的组织变革能力:以世界卫生组织为例

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摘要

In an increasingly dynamic environment, the question is: how can adequate adaptation to internal and external changes be achieved and managed? The answer is provided by the emerging literature stream on change capacity. However, there is still a lack of sufficient studies that analyse and compare organizations' change capacity in different contexts. Moreover, the existent studies mainly focus on the private sector as a field of analysis and tend to neglect organizations in the public sector that have to build this capacity too. This article addresses this gap by means of an analysis of the organizational change capacity of the World Health Organization (WHO) through a recently established conceptual framework for change capacity. This model contributes to the existent literature in that it combines the role of organizational context, change process and the necessity of learning from change to explain successful change. An analysis of an organization's change capacity allows it to better deal with the determinants of change capacity, which increases adaptation and survival. The findings provided reveal that the WHO has been lacking important determinants of all three dimensions that could have decisively enhanced its change capacity.
机译:在不断变化的环境中,问题是:如何实现和管理对内部和外部变化的充分适应?新兴能力变化的文献流提供了答案。但是,仍然缺乏足够的研究来分析和比较组织在不同情况下的变革能力。此外,现有的研究主要将私营部门作为分析领域,而往往忽略了也必须建立这种能力的公共部门组织。本文通过最近建立的变革能力概念框架对世界卫生组织(WHO)的组织变革能力进行分析,从而解决了这一差距。该模型结合了组织环境,变革过程以及从变革中学习以解释成功变革的必要性,从而为现有文献做出了贡献。对组织变革能力的分析可以使其更好地应对变革能力的决定因素,从而提高适应能力和生存能力。所提供的调查结果表明,世卫组织一直缺乏可以决定性地增强其变革能力的所有三个方面的重要决定因素。

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