@article{ref1,
title="Reacting to and managing change within juvenile justice",
journal="Journal of Organizational Change Management",
year="2015",
author="Dadich, Ann and Stout, Brian and Hosseinzadeh, Hassan",
volume="28",
number="2",
pages="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. <br><br>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. <br><br>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 counter intuitive. 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. <br><br>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.<p /> <p>Language: en</p>",
language="en",
issn="0953-4814",
doi="10.1108/JOCM-11-2013-0228",
url="http://dx.doi.org/10.1108/JOCM-11-2013-0228"
}