On April 1, 2004, British Columbia's several Safety Engineering Services were combined into a single non-governmental regulatory authority. This research articulates the process as experienced by the organizational elite and examines that experience with the aid of Giddens' Structuration Theory. Thirteen members of the organizational elite who led this transformative change process participated in one-on-one interviews. Analysis of this narrative data revealed challenges and considerations from which others contemplating similar transition processes can benefit. Many of the experiences are common to any major organizational change. Those that emerged as particular to transitions out of government relate to planning, reculturing, and stakeholder relations. Planning for change unencumbered by political ideology and taking enough time to include stakeholders was critical to success. Recognizing that government and private sector cultures are different and developing a strategy to support employees to make the change were also important, as was identifying the key stakeholders and establishing and maintaining effective relationships with them. While the transition removed government's control over day-to-day operations, it remained a very important stakeholder.
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