Since the late 1980s in most European countries the public sector has been characterized by ongoing privatization/liberalization strategies. Challenges related to this development are the merging of public institutions or units, the (re)creation of efficient processes, the increase in revenues, and the balancing between public service obligation and private sector competition.
Approaching a case of a large Austrian company in the public health sector with a mixed methods design (narrative interviews, surveys), three major changes could be identified: a) breaking the bottleneck - development of processes, tools and awareness, b) reduction and regulation - ongoing business integration, and c) the good, the bad and the ugly - changing roles and status of clients, employees and managers.
Organizational cultural subgroups relevant to the case are functional, occupational, geographical, political and structural subgroups. The political and the structural subgroups are fairly new dimensions in M&A research. The different subgroups identified show different resource dependencies, define perceptions about the ongoing changes and related approaches to change, face different organizational strategies and professional challenges.
This explorative case study contributes to the understanding of developments of the public sector and related types of organisations. It provides practical recommendations for successful integration processes and managerial action. Approaching the case with the model of organizational culture challenges organisational cultural theory. New constructs relevant to change management are combined and a contribution to the field of mixed method M&A studies is made. (author's abstract)
| Identifer | oai:union.ndltd.org:VIENNA/oai:epub.wu-wien.ac.at:5215 |
| Date | 08 1900 |
| Creators | Schroll, Iris |
| Source Sets | Wirtschaftsuniversität Wien |
| Language | English |
| Detected Language | English |
| Type | Thesis, NonPeerReviewed |
| Format | application/pdf |
| Relation | http://epub.wu.ac.at/5215/ |
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