Change management in the public sector: The use of cross-functional teams

Piercy, N., Phillips, W. and Lewis, M. (2012) Change management in the public sector: The use of cross-functional teams. Production, Planning and Control. pp. 1-12. ISSN 0953-7287 Available from:

[img] Microsoft Word
PPC_abstract.docx - Accepted Version

Download (11kB)
PPC_abstract.pdf - Accepted Version

Download (5kB) | Preview


Adoption of change management best practices continues to be offered as a route towards improved cost, quality and productivity of public services. These practices are predominantly drawn from private sector research and their application by the public sector remains a relatively under-researched area. In this paper we investigate in the local authority context the application of one popular change management approach - cross-functional team-based working. We investigate the success of three cross-functional teams and the organisational mechanisms that supported their success. Findings indicate cross-functional teams delivered significant improvements in each case. We identify four requirements for success: the need for the organisational leader to clearly support the team; cultural and structural issues that support cross-functional integration; funding support; and, fourth, the need to break the status-quo and overcome resistance to change. We find no evidence that these conditions cannot be met in the public sector and suggest cross-functional teams as a positive approach to be integrated in public sector change programmes.

Item Type: Article
Uncontrolled Keywords: cross-functional, change management, team, public sector
Faculty/Department: Faculty of Business and Law > Department of Business Management
Depositing User: Professor W. Phillips
Date Deposited: 26 May 2011 11:33
Last Modified: 02 Jun 2016 18:41


Activity Overview
Origin of downloads

Additional statistics for this repository are available via IRStats2

Actions (login required)

View Item View Item