This article studies the organisational implementation of public policy, specifically Shared Parental Leave (SPL) legislation (2015), through the lens of attribution theory (that is, actors’ inferences for why policies are implemented by their employing organisation), drawing on 26 in-depth interviews with a range of actors in a British university. Our findings highlight that attributions vary between different organisational actors despite SPL being an externally-mandated, unavoidable policy. Our key contributions are to study attributions associated with under-considered external policy, highlight the unintended intra-organisational variations in these attributions, and explore how the co-existence of varying actor attributions impacts policy implementation.
- public policy implementation
- parental leave