TY  - JOUR
AB  - Purpose - Modern bureaucracies are under reconstruction, bureaucracy being no longer "modern"; they are becoming "post" bureaucratic. Defining the post-bureaucratic 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. Design/methodology/approach - 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. Originality/value - The paper outlines the difficulties experienced in the putative "refurbishment" of a large public sector agency as it made its way to "corporatization". © Emerald Group Publishing Limited.?
AU  - Josserand, E
AU  - Teo, S
AU  - Clegg, S
DA  - 2006/03/03
DO  - 10.1108/09534810610643686
EP  - 64
JO  - Journal of Organizational Change Management
PY  - 2006/03/03
SP  - 54
TI  - From bureaucratic to post-bureaucratic: The difficulties of transition
VL  - 19
Y1  - 2006/03/03
Y2  - 2026/06/19
ER  -