Demands, Instabilities, Manipulations, Careers: The Lived Experience of Driving Change
研究了一家医院全员参与变革项目中推动者的亲身体验，发现尽管面临压力与不确定性，推动者仍能获得个人成长和职业收益，对人力资源管理有启示。
This article explores the lived experience of change drivers involved in a whole-hospital re-engineering programme. As these drivers were not a select management group, but included staff from all organization levels, this illustrates a `dispersed responsibility' model of change implementation. Other research suggests that many public and private sector organizations may similarly be blurring demarcations between change `drivers' and `driven'. The findings from this study indicate that, despite the pressures and unpredictabilities of strategic change, there can be significant personal development, and career benefit, for those in driving roles. Human resource management issues concerning the appointment, support, career progression and retention of change drivers may thus become critical.