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| Author: | Meyer, C.B. Stensaker, I.G. |
| Title: | Making radical change happen through selective inclusion and exclusion of stakeholders |
| Journal: | British Journal of Management
2009 : JUN, VOL. 20:2, p. 219-237 |
| Index terms: | stakeholders reforms change leadership politics public sector regulations Scandinavia Nordic countries Norway |
| Freeterms: | tactics |
| Language: | eng |
| Abstract: | This paper aims to explore how political leaders can attain acceptance for radical reforms through selective inclusion and exclusion (henceforth as: sel-incl-and-excl.) of stakeholders (herein as: sthlds). Using an inside access to the formulation of a radical reform in the Scandinavian context, the radical change is not found to be secured through extensive participation, but rather via sel-incl-and-excl. of sthlds. In the context of the public sector, it becomes especially challenging to gain acceptance for radical reforms due to the influence from multiple sthlds., many of whom with the right to be included. Based on a study of a Norwegian regulatory reform, five tactics are idenfified for change leaders to be used to manage sel-incl-and-excl. These tactics include removing process stages incl. new sthlds., changing the process sequence, suppressing issues, and controlling the kind of influence. Change leaders can secure to preserve the radicalness of a reform by consciously sel-incl-and-excl. of sthlds. |
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