title: Organizational change for services integration in public human service organizations: experiences in seven counties.
abstract: This is a study of organizational change strategies employed in seven county human service agencies to improve the coordination of services through the structural integration of previously free standing organizations or the development of voluntary interagency collaborative service delivery systems. The central question involves the identification of organizational change tactics which contributed to the success of the organizational change initiatives. The literature on organizational change is reviewed, with particular attention to a framework developed by Fernandez and Rainey based on their extensive review and synthesis of the research on successful change strategies in the public and business sectors. Qualitative and quantitative data were gathered from over 250 individuals and from agency documents. Findings are compared with the success factors identified by Fernandez and Rainey, and refinements to their propositions are suggested. More precise methods for measuring successful and unsuccessful change initiatives are suggested. Implications for practice and research are presented.
authors.affiliation: San Diego State University, USA.
authors.forename: Thomas
authors.initials: T
authors.lastname: Packard
authors.forename: Rino
authors.initials: R
authors.lastname: Patti
authors.forename: Donna
authors.initials: D
authors.lastname: Daly
authors.forename: Jennifer
authors.initials: J
authors.lastname: Tucker-Tatlow
mesh_terms: D001291:Attitude of Health Personnel; D002140:California; D003299:Cooperative Behavior; D019033:Delivery of Health Care, Integrated / Q000458:organization & administration*; D017144:Focus Groups; D006801:Humans; D007373:Interinstitutional Relations; D007407:Interviews as Topic; D017146:Models, Organizational; D009936:Organizational Innovation; D011635:Public Health Administration; D011795:Surveys and Questionnaires