Title

Reacting to and managing change within juvenile justice

RIS ID

109380

Publication Details

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

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.

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Link to publisher version (DOI)

http://dx.doi.org/10.1108/JOCM-11-2013-0228