<p>This study examines structural change strategies in city governments across the United States. Structural change strategies include redesigning jobs, merging units, and eliminating layers. Based on the analysis of a national survey data, the study compares the implementation scores of the change strategies and tests the influence of financial conditions, managerial factors, and organizational characteristics to the implementation of these strategies. The findings reveal that redesigning jobs is the top change strategy and managerial attitude in welcoming new approaches affects the implementation of all three strategies. The findings contribute to the research of public organization management and government reforms.</p>