Divergent acceptance of change in a public health organization
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 14 October 2009
Abstract
Purpose
The purpose of this paper is to explore the way in which health professional (HP)‐based subcultures interpret reform‐based changes.
Design/methodology/approach
A three‐phase study is carried out using thematic analysis to examine data from semi‐structured interviews held with 19 HPs to examine their responses to change. Also, responses from 639 self‐completion questionnaires and focus group interviews with 44 women provide insight into the influence of the change on end‐users of the service.
Findings
This study extends previous work through inductive examination of the interpretations of two subcultures, which reveal that acceptance of the strategic change objective is subsequently undermined by divergence in the way members of the subcultures interpret and seek to enact change – a divergent acceptance.
Research limitations/implications
The findings result from a single case‐study healthcare setting. Future studies can extend the research to other settings.
Practical implications
The insight into the way HP‐based subcultures interpret reform‐based changes may advance the public service that these health care organisations strive to provide; much more broadly, it may advance the understanding of change.
Originality/value
This paper shows that any significant change must accommodate existing assumptions and values and the way they colour the interpretation and enactment of change, even when agreement on superordinate objectives exists.
Keywords
Citation
Brunton, M. and Matheny, J. (2009), "Divergent acceptance of change in a public health organization", Journal of Organizational Change Management, Vol. 22 No. 6, pp. 600-619. https://doi.org/10.1108/09534810910997023
Publisher
:Emerald Group Publishing Limited
Copyright © 2009, Emerald Group Publishing Limited