This study is the first to examine reactions to, and the management of organisational
change within the juvenile justice sector through the public administration lens. This is achieved via a
state-wide study on the introduction of a policy framework in eight juvenile justice centres to manage
detainee behaviour. Data on centre demographics, framework implementation, and associated
outcomes were analysed. Despite the common framework, the eight centres reacted to, and managed
organisational change in disparate ways with disparate effects - some of which appear
counterintuitive. These findings demonstrate the ways in which organisational context shapes
reactions to, and the management of organisational change within the public sector.