Navigating the aftermath

Purpose – The paper adopts a holistic approach to studying the scale and scope of organisational change resulting from the COVID-19 crisis within the Slovenian public administration. It aims to go beyond the relatively narrow research focus of existing literature, which is confined to short-term responses to the crisis affecting specific organisational aspects of public administration. Design/methodology/approach – Theoretically underpinned by Nograšek and Vintar’s (2014) upgrade of Leavitt’s diamond model, the paper employs a multi-case study design to explore the long-term implications of COVID-19-induced changes within the Slovenian public administration. Findings – The findings reveal an uneven impact of the COVID-19 crisis across Slovenian state administration organisations in terms of the scale and scope of changes, noting that the two key long-term changes – telework and new digital communication channels – have not become equivalent alternatives to traditional work and communication methods. Moreover, the paper identifies changes within the element “people” as the primary disruptors of organisational equilibrium, triggering a ripple effect of changes within other organisational elements. Originality/value – The paper debunks the myth about the “radical” impact of COVID-19 by concluding that long-term changes have not altered the essence of (Slovenian) public organisations, characterised as traditional public administration. Theoretically, it demonstrates the need for a new adaptation of Leavitt’s diamond model to explain organisational changes in turbulent/crisis times.