Implementing change in a public agency. Leadership, learning and organisational resilience

Purpose - The article aims to investigate implementation problems arising from the introduction of a new computer system in a public agency. Design/methodology/approach - Two analytical lenses were employed: a prescriptive model of technology-based implementation and planned and emergent models of change. Findings - Unintended consequences tested the organisation's resilience. It was found that those parts of the organisation with enhanced resilience exhibited localised leadership. Practical implications - Successful implementation of change involving new technology requires a balance between "top-down" planning and distributed leadership. Adequate attention to organisational learning is also a significant factor. Originality/value - Implementation involving new computer systems is a commonly-encountered problem in the public sector, yet there are few empirically-based studies that deal with organisational and management issues in this context.