Abstract
This article: contrasts the strategic change programmes undertaken at the two leading reformist councils in local government in New South Wales, Australia, namely Liverpool and Wollongong. uses the distinction between linear and processual change as the framework of analysis. argues that the configuration of contextual factors influences the adoption of linear or processual pathways to change, and analyses these factors in the cases of the two councils. rejects the argument that linear change models are no longer appropriate for explaining transformational change.
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