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Reacting to and managing change within juvenile justice

Journal Article


Abstract


  • Purpose

    – As part of the wave of new public management (NPM), the purpose of this paper is to unveil reactions to, and the management of organizational change within a context seldom examined – juvenile justice. This is achieved via a state-wide study on the introduction of a policy framework in eight centers to manage detainee behavior by ensuring risk-based decision-making among staff.

    Design/methodology/approach

    – Secondary research material was analyzed on organizational characteristics, framework-implementation, and the associated outcomes. The material was synthesized to develop descriptions of each center.

    Findings

    – Two key findings are apparent. First, there were limited research material to make robust connections between framework-implementation and related outcomes. Second, of the material available, there is clear evidence of center differences. The contexts in which the framework was implemented were varied – this may partly explain the different ways the centers responded to the framework, some of which appear counterintuitive.

    Research limitations/implications

    – The findings are limited by the use of secondary research material and the limited availability of comprehensive material.

    Practical implications

    – This study suggests that managing change within the public sector requires an acute understanding of organizational context. This encompasses the situation both within and beyond the organization.

    Originality/value

    – This study casts doubt on whether NPM, which espouses accountability, holds value for juvenile justice. This is largely because: the introduction of the framework was not complemented by the collection of complete data and information; and that which is available suggests considerable variation among the centers, which may circumvent the ability to establish causal relationships between policy and practice.

UOW Authors


Publication Date


  • 2015

Citation


  • Dadich, A., Stout, B. & Hosseinzadeh, H. (2015). Reacting to and managing change within juvenile justice. Journal of Organizational Change Management, 28 (2), 315-328.

Scopus Eid


  • 2-s2.0-84927760216

Ro Metadata Url


  • http://ro.uow.edu.au/sspapers/2478

Has Global Citation Frequency


Number Of Pages


  • 13

Start Page


  • 315

End Page


  • 328

Volume


  • 28

Issue


  • 2

Place Of Publication


  • United Kingdom

Abstract


  • Purpose

    – As part of the wave of new public management (NPM), the purpose of this paper is to unveil reactions to, and the management of organizational change within a context seldom examined – juvenile justice. This is achieved via a state-wide study on the introduction of a policy framework in eight centers to manage detainee behavior by ensuring risk-based decision-making among staff.

    Design/methodology/approach

    – Secondary research material was analyzed on organizational characteristics, framework-implementation, and the associated outcomes. The material was synthesized to develop descriptions of each center.

    Findings

    – Two key findings are apparent. First, there were limited research material to make robust connections between framework-implementation and related outcomes. Second, of the material available, there is clear evidence of center differences. The contexts in which the framework was implemented were varied – this may partly explain the different ways the centers responded to the framework, some of which appear counterintuitive.

    Research limitations/implications

    – The findings are limited by the use of secondary research material and the limited availability of comprehensive material.

    Practical implications

    – This study suggests that managing change within the public sector requires an acute understanding of organizational context. This encompasses the situation both within and beyond the organization.

    Originality/value

    – This study casts doubt on whether NPM, which espouses accountability, holds value for juvenile justice. This is largely because: the introduction of the framework was not complemented by the collection of complete data and information; and that which is available suggests considerable variation among the centers, which may circumvent the ability to establish causal relationships between policy and practice.

UOW Authors


Publication Date


  • 2015

Citation


  • Dadich, A., Stout, B. & Hosseinzadeh, H. (2015). Reacting to and managing change within juvenile justice. Journal of Organizational Change Management, 28 (2), 315-328.

Scopus Eid


  • 2-s2.0-84927760216

Ro Metadata Url


  • http://ro.uow.edu.au/sspapers/2478

Has Global Citation Frequency


Number Of Pages


  • 13

Start Page


  • 315

End Page


  • 328

Volume


  • 28

Issue


  • 2

Place Of Publication


  • United Kingdom