Shifts from direct implementation to advocacy-based programming have been documented across many non-governmental organisation (NGO) sectors, including animal welfare. Semi-structured interviews with 32 staff from different positions within animal welfare NGOs explored recent programming changes. Maintaining a balance between direct implementation and advocacy-based activities emerged as a strong theme. The findings suggest that risks are associated with both the direct implementation status quo and transitioning to an advocacy-based focus. Risks of the former include treating symptoms rather than root causes of welfare problems. Organisational change can be disruptive and necessitates realignment of core competences, in turn influencing NGO mission. Identified risks of transition include loss of individuals whose values fail to align with new programming directions, increased upwards accountability requirements for accessing institutional donors and difficulties when phasing out direct implementation approaches. Whilst having to be dynamic, NGOs need to evaluate the risks associated with programming decisions, considering their vision, mission and staff identity in order to ensure that welfare programming is as effective as possible.

Research has rarely investigated the actions bureaucrats take to challenge the status quo of their organisation from within. Proposing a power-analytical approach to voice, exit and everyday resistance as political strategies of challenging the bureaucratic status quo, I study the difficulties of achieving organisational change in a context of structural constraints on junior bureaucrats’ reformative power. During field research in Niger's Refugee Directorate, I found that despite the associated risks, junior bureaucrats criticised their working conditions and, in confidential conversations, the administration. As precarious staff, they often combined criticism with compliance. In frequent acts of semi-private criticism amongst peers and with external actors, they problematised their working conditions and the state, but performed symbolic conformity in the everyday to avoid sanctions. This strategy nevertheless created autonomy for themselves and mobilised external actors for change-making. In rarer acts of direct criticism voiced to their superiors, the junior staff often complied with the same informal solidarities they vocally criticised.

The article investigates the causes and consequences of the increased engagement of British universities with employability and skills initiatives. By employing case studies of six universities based in England, it asks whether the increased engagement between higher education and the labour market is driven by universities or business and whether such engagement has increased the diversity of the higher education sector. Findings suggest that the alignment between labour market needs and educational provision in universities is strongly mediated by the competitive environment within which higher education institutions have been operating since the late 1990s: the higher education market – not the labour market – is the key driver for universities to engage in employability and skills initiatives. The article also questions the assumption that ‘competition’ leads to ‘differentiation’ in higher education. Rather, isomorphic tendencies seem to prevail over differentiation in the context of a highly competitive higher education market.

This study investigates the effects of employees' perceived values-congruence within an organisation affect employees' beliefs about organisational change. Specifically, we investigated the effects employees' perceived values-congruence with their organisation, supervisor and colleagues had on beliefs about an organisational change implementation and tested whether these relationships were mediated by employees' felt trust and perceptions of the quality of their organisations' communication, as suggested by the literature. Data from 251 respondents who had undergone an organisational change within the last 6 months were analysed. Support was found for the influence all three types of perceived values-congruence (i.e. congruence with their organisation, supervisor and colleagues) had on change-related beliefs and strong support was found for the mediation role played by trust and the quality of communication.

How can an organisation move from awareness raising, in the form of natural history poster production, to the development of systems that change organisations? Through close integration of research and practice, the Gould League has achieved this transformation. It began with extensive research into best practice environmental education, going beyond the traditional boundaries of environmental education to areas that included the psychology of culture change, business management, systems thinking, governance, drug education, marketing and organisational psychology. This broad approach to research has led to the development of highly effective sustainability education programs, such as Waste Wise Schools and Sustainable Schools.

The Waste Wise Schools Program, funded by EcoRecycle Victoria and managed in consultation with the Gould League, is an action-based waste education program. Originating in Victoria in 1998, it has been adopted by over a third of Victorian schools and has led to widespread outcomes, including waste reductions of up to 95%. There is strong evidence from surveys that this program is sustainable in schools over time and research confirms that the program is contributing to changes in the waste-wise thinking and behaviour of the families of the children at these schools.

A model for culture change in schools, based on the experiences of the Waste Wise Schools Program, has also been developed. This model, a valuable tool in the continual improvement of Waste Wise Schools, has applications to sustainability education in general.

This paper focuses on themes of emotionality and emotional labour derived inductively from retrospective narratives constructed by employees who experienced rapid organisational change and specifically addresses the question: ‘How do people talk about the need to “dull down” their emotions during situations of organisational change?’ We highlight themes of loss associated with retrospective displays of emotion and argue that loss and emotion management are most typically associated with issues concerning transition from the past or resistance to the future. We show how emotional labour serves both to mute and, ironically, to heighten emotions in the talk of change and extend studies of emotional labour beyond the service encounter and into the realm of organisational change.

The paper used a social exchange lens to explore the impact of the quality of the relationship between supervisors and service employees on individual and organisational outcomes. The findings provide further evidence that the quality of the relationship between supervisors and service employees is a significant factor - in this case explaining almost half of the reasons as to why employees accepted or rejected organisational changes. Using the social exchange lens, the theory argues that the same characteristics evident in high quality leader–member exchange (LMX) relationships (effective levels of information, feedback and respect) are also likely to provide the ideal conditions for employees' to address their fears and answer their questions about potential organisational changes. As a result, service employees are more likely to accept the organisational changes. In addition, this study suggests that approximately half of job productivity and satisfaction is affected by the way LMX firstly affects employees' satisfaction with organisational communication processes, and secondly, their acceptance of organisational changes within SMEs.

The New Zealand electricity industry is not new to change. However, decision of the New Zealand government to implement a Mixed Ownership Model have resulted in commotion. Stakeholders have reacted and one powerful stakeholder group had the potential to stop the sale of state assets. In this case study we examine how different stakeholders have responded as the future of the New Zealand electricity industry remains uncertain.

Many organisations strive to make disability management (DM) responses to prevent work disability and promote return-to-work (RTW). However, a deeper appreciation of methods that can ensure equitable worker participation in the development and change of RTW policy and practice is needed. Using an action research approach, this study expands the concept of participation in disability management (DM) creating new insights into the resources, dilemmas and aspirations of RTW policies in organisations. Empirical data was gathered from a development and change process conducted together with managers and workers at a large health care workplace. A series of workshops were conducted, studying the common history of RTW policy evolvement and configuration, and encouraging the creation of worker-driven proposals for alternative actions to current management. Action research protocols were used to document knowledge creation. Analysis of action research processes reveals how workers insisted on discussing their work environment as an important factor for maintenance of RTW, and how consistent participatory possibilities and team oriented RTW coordination among all levels of the organisation are perceived as critical features for supportive and sustained job retention. Participatory processes created relevant knowledge of the importance of work environments in coordination of stay at work, which may strengthen RTW capacity building and advance DM in organisations.

Internalising disability management (DM) processes into an organisation needs careful planning and preparation particularly where the existing practice is to outsource DM services and supports to third-party providers. By using an action research methodology, the implementation process of an early intervention and rehabilitation pilot project in a large North American multisite health provider was tracked and monitored. An action researcher, who was the staff member responsible for line managing the DM pilot, kept an action research journal in which the actions taken, outcomes achieved, issues arising, insight gained and successful responses were regularly recorded over the initial phase of the pilot project. Organisational impact indicators for the pilot project were very positive. A content analysis of the action research journal revealed key components in a successful company DM program, the challenges faced when introducing a new program where pre-existing programs and policies exist, challenges arising from project implementation and mechanisms and strategies that worked well. The action research approach provided a useful insight into the day-to-day issues to be addressed when internalising DM into a large multisite organisation.