Membership Editorial Board - Journal of Organizational Change Management

Special issue "Organizational Change and Public Sector Work" Thoughtful assessment is required to achieve a better understanding about NPM reform and its consequences. Of particular interest to organisational change researchers is the role managers as leaders take as agents of change (Fernandez & Rainey, 2006), developing better theoretical understandings of public sector management and governance of change, and formulating practical, evidence-based principles for implementing change (Cunningham & Kempling, 2009; Azzone et al., 2011). As yet though the literature in these areas remains relatively under-developed. Kickert (2010) points to a literature review about organisational change in the public sector by Fernandez and Rainey (2006) as an example that includes few references investigating public sector organisations. As Kickert (2010:490) notes, change management literature is more focused on the private sector and little attention is paid to the way in which public employees react to change. Furthermore, a recent literature review on change management in the public sector of Kuipers et al. (forthcoming) argue that there is a gap in the literature on change management specifically using the public administration perspective (see also Vann, 2004; Tummers, 2013). The main aim of this special issue is therefore to encourage the development of new theoretical and practical insights about managing change in the public sector.