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Can models of organisational change help to understand ‘success’ and ‘failure’ in community sentences? Applying Kotter’s model of organisational change to an Integrated Offender Management case study

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journal contribution
posted on 06.07.2017, 15:46 by Sam King, Matt Hopkins, Neil Cornish
A number of nationally-driven initiatives have led to significant changes in the framework of community sentences, with various agencies being required to work in ‘joined-up’ multi-agency arrangements. Most notably, perhaps, has been the increased working relationship between police and probation, most recently within Integrated Offender Management (IOM). Although these have produced some positive outcomes in relation to crime reduction, success is sporadic and often quite modest. Research has identified a number of barriers to successful implementation, and this article builds on this by drawing upon fresh empirical evidence to argue that the success of such schemes relies on the management of organisational change that will inevitably and necessarily occur. Applying Kotter’s model of organisational change to data generated from an evaluation of two IOM schemes in England, the article offers an explanatory account of the implementation of the schemes and the possible effect this had on efforts to reduce crime.

Funding

This work was supported by the Dawes Trust.

History

Citation

Criminology and Criminal Justice, 2017

Author affiliation

/Organisation/COLLEGE OF SOCIAL SCIENCES, ARTS AND HUMANITIES/Department of Criminology

Version

AM (Accepted Manuscript)

Published in

Criminology and Criminal Justice

Publisher

SAGE Publications (UK and US), British Society of Criminology

issn

1748-8958

eissn

1748-8966

Acceptance date

15/05/2017

Copyright date

2017

Available date

05/08/2017

Publisher version

http://journals.sagepub.com/doi/abs/10.1177/1748895817721274

Language

en