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.