Momentum for Change and Stakeholder Dynamics in the Public Sector

Abstract

This paper examines how stakeholder dynamics influence the momentum for change in a public sector context. Creating and maintaining energy is essential for reaching planned change goals. Existing research suggests that social interactions among stakeholders influence the momentum for change. While the role of internal stakeholders has been documented, we know less about how external stakeholders can influence planned change processes, yet particularly in the public sector, externals often play an important role. This inductive study draws on the experiences of a top manager and adopts a collaborative research approach to show how external stakeholders can influence change processes. We compare and contrast two change processes within the same public sector organization, where one change process resulted in goal attainment while the other came to naught. Our analysis shows how stakeholder interaction can either amplify or kill the momentum for change. Four dynamic patterns influence momentum for change: external stakeholders influence the process, internal stakeholders mobilize external stakeholders and vice versa, external stakeholders trigger multiple stakeholders and external stakeholders legitimize shifting positions.