Abstract
The word “complex” regularly appears in discussions of change, strategy and policy implementation. This is especially true in policy implementation because of the successive waves of reform that characterize national and international political arenas.
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Further reading
Butler, M. J. R. (2003) “Managing from the Inside Out: Drawing on ‘Receptivity’ to Explain Variation in Strategy Implementation”, British Journal of Management, 14, Special Issue, December, pp. S47–S60.
Butler, M. J. R. and Allen, P. (2008) “Understanding Policy Implementation Processes as Self-Organizing Systems”, Public Management Review, 10(3), pp. 421–40.
Butler, M. J. R. and Gheorghiu, L. (2010) “Exploring the Failure to Protect the Rights of the Roma Child in Romania”, Public Administration and Development, 30(4), pp. 235–46.
Butler, M. J. R. and Reid, M. A. (2011) “The TRANSFORMATION Project – A Case Study of High Performing Inter-Organizational Collaboration, Chartered Management Institute (CMI) and Wiley, Corby”. If you are a member of the CMI you can access and review it at http://www.managers.org.uk/toparticles/toparticles. An expanded version of the case study is available at http://www.thetransformationproject.co.uk/wp-content/uploads/Case-Study-Warwickshire-Police-Approved-v2.pdf/wp-content/uploads/Case-Study-Warwickshire-Police-Approved-v2.pdf.
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© 2012 Michael Butler
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Butler, M. (2012). Establishing Organizational Receptivity for Change. In: Rathbone, C.L.H. (eds) Ready for Change?. Palgrave Macmillan, London. https://doi.org/10.1057/9781137008404_3
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DOI: https://doi.org/10.1057/9781137008404_3
Publisher Name: Palgrave Macmillan, London
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