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  • 1
    Electronic Resource
    Electronic Resource
    Bingley : Emerald
    International journal of public sector management 14 (2001), S. 43-58 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: In common with other elements of the public sector, local government organisations are being required to achieve ever increasing performance targets. Responding effectively to such demands is likely to be influenced by, and to influence, the underlying state of health of the organisation. Employee absence is considered to represent one indicator of organisational health, and is frequently cited as being a costly problem for organisations. Based on the findings of a study into employee absenteeism within local government in Northern Ireland, it is argued that organisations must adopt a holistic approach towards the management of attendance. The latter is likely to foster the creation of more healthy work organisations which are well placed to deal effectively with the challenges presented by hostile and turbulent operating environments.
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  • 2
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    Bingley : Emerald
    International journal of public sector management 14 (2001), S. 94-110 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Whilst organisational change appears to be happening with increasing frequency and magnitude in both the public and private sectors, most of the major studies of change focus on the private sector and tend to derive their approaches to change from that sector. From a review of the literature, it is argued that there is no "one best way" to manage organisational change but that public sector organisations need to adopt an approach to change which matches their needs and situation. The article examines the privatisation of the Property Services Agency (PSA) in order to draw lessons as to how the public sector can and should manage change. It is shown that the privatisation was characterised by a lack of clarity, an over-emphasis on changes to structures and procedures, and staff resistance. However, underpinning this was an inappropriate approach to change. The article concludes that the main lessons of the PSA's privatisation are that, in such circumstances, it is necessary to adopt an approach to change which incorporates both the structural and cultural aspects of change, and which recognises the need to appreciate and respond to staff fears and concerns.
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  • 3
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    Bingley : Emerald
    International journal of public sector management 14 (2001), S. 129-149 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The Korean economy has moved from being a role model, with various impediments to its future development now identified. Some of the problems concern its manufacturing nationalized industries with debate over their "efficiency", with high costs of production, wastage of materials and human resources, combined with poor quality. At the same time, there is also a feeling that nationalized industries are not discharging their "responsibilities" to society. While the focus of this paper is a segment of Korean management and business, it has more general and wider relevance to other sectors and counties. The main purposes of this study are to highlight the environmental factors under which nationalized industries operate; draw attention to problems stemming from them that negatively affect efficiency and management; and make some tentative recommendations for possible reforms.
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  • 4
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    Bingley : Emerald
    International journal of public sector management 14 (2001), S. 165-180 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The phenomenal spread of privatization initiatives in sub-Saharan Africa since the 1980s created the impression that public infrastructure divestiture is a shortcut to economic growth and development. This has proven not to be the case due to the lack of enabling institutional prerequisites. It appears the case that while much faith is put in the potency of the free market, little thought is generally given to the institutions required for markets to perform their function. Accordingly, this paper discusses some of the embedded institutional failures that have made free-market development policies a mirage in many sub-Saharan African countries. Principally among these are corruption and government failures. To check these, it makes more sense to re-direct attention to the sources of failure rather than the free market ideological thrust.
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  • 5
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    International journal of public sector management 13 (2000), S. 68-84 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: This conceptually-focused paper looks at particular changes implemented in the UK National Health Service. The specific context is the creation of a new organisational form: the primary care group, which brings together general practitioners and other primary care staff in a given locality. The paper attempts to examine the consequences, for the development of these groups, of the shift from competition (in the internal market) to relationships based on collaboration and partnership. The broad policy objectives envisage much greater emphasis on working in partnership, participating in strategy and planning (via new health improvement programmes), developing joint working, and promoting the integration of service delivery. A relationship marketing perspective is explored as one way of conceptualising the development of new relationships between primary care groups, health authorities, local authorities, trusts and other agencies and the paper suggests that relationship marketing offers a way of facilitating policy change.
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  • 6
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    Bingley : Emerald
    International journal of public sector management 13 (2000), S. 153-168 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Contemporary debates over the future direction of retirement pensions policy have been dominated by a polemic over the scope of, and the future balance between, the respective roles of public and private sectors in the management and delivery of benefit "entitlements". This debate has negatively judged the institutional capacity of the state sustainably to supply adequate national retirement provision. This development is viewed as problematic as it is contentious in that it seeks to abandon lessons learned from the long, albeit currently underestimated, historical pedigree of public-private partnership in institutional pensions provision. Against the ascendancy of World Bank-driven attitudes regarding the limitations of "public"' pensions provision, it is argued that due recognition be given to the ongoing capacity of state sectors to contribute positively to the management and delivery of old-age pensions. Argues further that the social welfare-driven imperatives which led states initially to become increasingly more involved in national pensions provision remain no less salient today and for the future, and are particularly salient for developing economies with poorly developed private financial sectors.
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  • 7
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    International journal of public sector management 13 (2000), S. 260-284 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The impact of strategic procurement is driven by the contribution of the function to overall corporate performance and its interface relationships. The actual impact on corporate performance in the UK further and higher education sectors has been neither empirically substantiated nor rigorously examined. This research was carried out in UK fiscal year 1998/1999 with 60 UK further education (FE) and 40 UK higher education (HE) institutions participating. This paper provides empirical evidence that progress has been achieved in strategic procurement in FE and HE and suggests areas for continuous improvement.
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  • 8
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    Bingley : Emerald
    International journal of public sector management 13 (2000), S. 285-300 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The paper is centred through an examination of a short piece of recorded talk between managers and shop stewards within a UK National Health Service (NHS) Trust, relating to the manner in which one of the shop stewards attempted to get the managers to accede to a request he made for changes to the wording of a section of the Trust's disciplinary procedure. In examining this piece of talk, the paper first contextualises the Trust through the decentralisation process of the early 1990s. The decentralisation process clearly did not introduce formal negotiation into NHS units, but instead increased the scope of formal negotiation encounters. The paper argues that there was an increased importance for persuasion as the need to gain others' assent on industrial relations matters at the local level was significantly increased. The paper analyses the dynamics of one particular negotiating encounter between two managers and two shop stewards. In analysing this, the paper focuses through rhetoric. In coming through a rhetorical framework, the paper highlights the need for managers, when negotiating, to be alert to the implied elements of the arguments of those across the negotiating table. Concludes by also understanding the rhetoric of the encounter in the light of the marketisation of the NHS during the 1990s.
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  • 9
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    International journal of public sector management 13 (2000), S. 333-341 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The literature on managerial competences has not sufficiently addressed the value contents of competences and the generic features of public managers. This article presents a model of five competence areas: task competence, professional competence in substantive policy field, professional competence in administration, political competence and ethical competence. Each competence area includes both value and instrumental competences. Relatively permanent value competences are understood as commitments. The assumptions of new public management question not only the instrumental competences but also the commitments of traditional public service. The efficacy of human resource development is limited in learning new commitments. Apart from structural reforms that speed up the process, the friction in the change of commitments is seen as slow cultural change in many public organisations. This is expressed by transitional tensions in task commitment, professional commitment, political commitment, and ethical commitment of public managers.
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  • 10
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    Bingley : Emerald
    International journal of public sector management 14 (2001), S. 149-164 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Analyzes one of the three options of insurance against workplace accidents that Spanish companies can choose from: work accident and occupational disease mutual insurance companies. Although the taking out of insurance cover is obligatory, the choice is totally voluntary. The fact that these entities manage 90 per cent of premiums destined towards workplace accident cover collected by the Department of Social Security, allows us to assume that user satisfaction must be, consequently, quite high. In order to explore this, a study was made of the incentives that the combination of competition, regulation and ownership generated in these entities, and a postal survey of 443 companies affiliated to mutuals was carried out. Our results confirm the high rate of user satisfaction, although they also reveal some of the limitations associated with managed competition.
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  • 11
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    Bingley : Emerald
    International journal of public sector management 14 (2001), S. 184-204 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Employee surveys are becoming increasingly widespread among both public and private sector organisations. Yet, while there are many articles and books on the technical aspects of how to carry out an employee survey there is much less contemporary information about the impact of employee surveys on the organisation? This paper examines why local authorities undertake employee surveys and the extent to which these contribute to strategic change. The research is based on a review of the use of employee surveys by 12 organisations using surveys at the corporate level. The research found that surveys are used for a variety of purposes to influence change. Purposes are primarily either concerned with organisational assessment (as a diagnostic prior to change) or to implement organisational changes. These results suggest that employee surveys are both mirrors and makers of organisational change. The paper concludes with some theoretical, methodological and ethical implications for academic researchers in the ways that they use and report surveys.
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  • 12
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    Bingley : Emerald
    International journal of public sector management 13 (2000), S. 610-623 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Administrative counselling (AC) is a unique feature of Japan's public sector. Comparable to a decentralised "shop front" ombudsman function, AC may serve to lift public confidence in administrative actions. This paper analyses AC as a contributor to program evaluation at a time when Japan's public sector is in crisis and probably at a turning point in its history. A central question is whether AC can help the Japanese public sector to respond to increasing criticism of its performance and structures. AC deals with a large number of cases annually and so holds the potential to restore public confidence in the public sector. Aggregation of the patterns of complaint behind the AC cases can also be an effective diagnostic tool for the direction of program evaluation resources. The voluntary nature of AC and its reliance on the efforts of citizens of social standing may mean that it is not capable of implementation outside of Japan. While implementation of AC in non-Japanese public sectors would require significant cultural shift it is nevertheless worthy of further analysis.
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  • 13
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    Bingley : Emerald
    International journal of public sector management 14 (2001), S. 7-26 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Fundamental "purposes" of Australian police organizations are examined, not with a view to solving the complex and ongoing question of an accountable police mandate, but to consider the difficulty of its reconciliation with the new managerialism sweeping numerous public organizations in Australia - police organizations included. Briefly explores the purposes of policing and a problematic police culture as a lead in to a discussion on the possibly deleterious effects of new managerialism and its associated management faddism. Problems associated with the theory of managerialism, which police managers may not be aware of, are explored: managerialism and economic rationalism; management fads and tool tropism; managerialism as a thinly veiled control agenda; and the potential human costs to police officers arising from managerialist approaches. Suggestions are made for ways forward for police organizations which include a recognition of the down-side of managerialism and a suggested shift away from a belief in a purely rationalistic organization to one which recognizes and accommodates an actor's "voice" as a legitimate input to growth, learning and institutional development.
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  • 14
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    Bingley : Emerald
    International journal of public sector management 14 (2001), S. 59-74 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Increasing numbers of people internationally are volunteering their time and expertise to a wide range of public sector and not-for-profit organisations. This resource needs to be organised and managed effectively to realise the potential benefits. Surveys 1,226 male and female volunteer Special Constables and regular officers from five UK police forces. Reports their motivations, experiences, preferences, deployment, training, relationships with full-time officers, reasons for leaving and factors influencing the decision to rejoin. Identifies demographic factors associated with length of service. Managerial and organisational implications are discussed, particularly the need for detailed, up to date information on the volunteers and their experiences and aspirations to aid recruitment, retention and effective deployment.
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  • 15
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    International journal of public sector management 15 (2002), S. 340-360 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: In recent years, many companies have adopted the total quality management (TQM) philosophy for achieving organizational excellence. The paper reports on the findings of a case study concerned with appraising TQM practices in the Housing Authority of Fiji (HA). The HA has been set up to provide affordable shelter and mortgage finance for low and middle-income earners in Fiji. Data collected suggest that following the global trend, as well as being consistent with the government's recent public sector reform policy, TQM systems at the HA made the organization more effective and efficient. The organization was preparing itself to be corporatized. The case study reinforces previous claims that suggest that an organization may adopt a TQM strategy to promote both "institutional" and "quality" cultures.
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  • 16
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    International journal of public sector management 15 (2002), S. 399-411 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: States that public administration reform has been a global phenomenon over the last two decades, but that its justification, impact and effectiveness are strongly contested. Reveals that evidence across developed countries varies, but in developing countries conclusions are more difficult to arrive at. Examines the case of the Republic of Kazakhstan taking into account the views of local government. Concludes that, in the case of Kazakhstan there is considerable support for an enhanced, more autonomous role for local government.
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  • 17
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    International journal of public sector management 15 (2002), S. 475-486 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: One of the central tenets of "new public management" is that it is universally applicable. Indeed the European Union advocates the adoption of such management approaches for countries seeking entry to the EU. This paper questions this position with reference to the introduction of change in public services in Turkey. From this study it is argued that management change in public services may be more to do with cultural factors which are embedded in the form of public administration of that country. One of the central factors of Turkish life is the state dominance over civil society, including the private sector. In the UK private sector values enter the public sector, whereas in Turkey public service values enter the private sector. The paper concludes that changes in public sector management have to consider the cultural factors of public services and management models cannot be imposed unchanged.
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  • 18
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    International journal of public sector management 15 (2002), S. 281-295 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The 1988 Education Reform Act marked a fundamental shift in direction for the education service and represented a radical shift from the past. One of the major areas of change has been on existing relationships and the subsequent challenge to traditional structures and practices. Responsibilities and accountability have been decentralised to the individual institution. Subsequently this has led to pressure from sources, such as the Government and teaching profession, for a more articulate approach to leadership and management development. In 1990 Handy warned that not all staff are equally experienced or capable of leadership roles. Williams suggested that the position of principal/headteacher is not necessarily the most appropriate for some members of the teaching profession. This paper looks at a proposed initiative for the development of a qualification for headship in general and the implications for implementation in Northern Ireland in particular, and considers it against existing management literature and practice.
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  • 19
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    International journal of public sector management 14 (2001), S. 376-390 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: This paper is the fourth in a series about institutional development (ID) in government in the developing world. The first sought to establish a general understanding of ID. The second tested ID in the diagnostic phase of organisational analysis in civil service reform. The third looked at the spectrum of ID in civil service reform, in terms of client-based functional analysis leading to reformed structures and processes. This paper explores the concept and development of these processes, under the generic term performance budgeting (PB). The US federal experience of PB is outlined; it being the birthplace of both the concept and the practice. A comparative review of some OECD countries and US state experience is offered. Resulting general principles are then set against recent practical PB experience by this author in Tanzania and the Indian state of Andhra Pradesh. The result is to advocate four basic pre-conditions as the cornerstones of performance budgeting.
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  • 20
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    International journal of public sector management 14 (2001), S. 391-410 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Considers the development and delivery of purchasing strategy within a local government setting. It demonstrates that purchasing can contribute to the political objectives of local government and suggests that strategic alignment leads to a repositioning of purchasing. Consideration is given to the intended and realised strategy prior to a change model being presented which could form the basis for further research.
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  • 21
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    International journal of public sector management 14 (2001), S. 450-464 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Provides a synthesis and critical evaluation of the results of existing research on privatization utilizing an international review and comparative analysis of relevant factors of economic and social performance. Based on the results of this analysis, it appears that the economic benefits of privatization activities promoted as a panacea by many public and private sector managers, are on average modest at best, while the social benefits are often mixed and uneven. Moreover, it seems that the role of privatization as a means of reforming the public sector has expanded internationally in scope and at such a rapid pace, that in many cases, the importance of objective and balanced measures of its overall effectiveness and impact on the affected communities need to be reexamined. Recommends that those responsible for planning of future privatization activities should refocus the present economic emphasis and strive for a balance of economic and social performance to improve long-term benefits for all sectors of the affected communities.
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  • 22
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    International journal of public sector management 14 (2001), S. 423-438 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Much has been written about the role of information and communications technology (ICTs) as a principled input of the "new economy". Much has also been written about the demise of older industrial regions and local economies. In a populist narrative about contemporary society it seems that the world of the new entrepreneurial dot.com businesses is in the ascendancy, while the older industries of steel, shipbuilding and general manufacturing reflect some bygone time of mass employment and standardised production. But does the logic of the industrial age necessarily feed into the logic of the new economy? Perhaps, despite the rhetoric of the knowledge driven economy, the informational age and the network society, there is nothing inevitable in such development. However, there is evidence of a concerted effort by local and regional governance agencies to initiate planning and policy for ICTs as a regeneration tool. This is, in fact, an empirical study of how, why and when places pursue strategies for ICTs. The locus of study is the North East region of the UK. This is a region built on the heavy industries of deep coal-mining, shipbuilding, steel-making and engineering. In this region manufacturing still makes a greater contribution to regional GDP than the service sector. Yet, here, there are clear examples of attempts to stimulate new types of economic activity based on ICTs. The region, it is argued, must engage with the new knowledge economy if it is to survive the myriad social relations thrown up through the unrelenting processes of globalisation. To do this, so the discussion follows, public and private must come together to enable businesses, large and small, community groups and government to play a full role in the new economy; by becoming more knowledge driven and through raising information processing capabilities. Adopts a critical stance towards the idea of ICTs as a tool for regeneration but shows how efforts to establish the correct enabling mechanisms are in fact grounded in the promise of new technologies held by key local and regional players.
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  • 23
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    International journal of public sector management 14 (2001), S. 500-521 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Reflects on the past decade of change in Central and Eastern Europe and the former Soviet Union. Notes the varying degrees of successful reform and aid/technical assistance for the region provided by international organizations. Examines efforts to provide technical assistance through the application of best practice to local governments. Develops a case study, using Hungary as a setting, of a local government deputy mayor and simulates a technical assistance best practice transfer. Describes also an alternative home-grown best practice project at the local level. Lessons learned from these projects show that historical and contextual conditions have a very large impact on capacity building efforts in countries of transition; political values have to be developed and an organizational infrastructure to express them is essential. Ultimately, the knowledge and skills of senior managers must be cultivated, to assist them in nurturing the social capital needed for them to govern effectively.
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  • 24
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    International journal of public sector management 14 (2001), S. 530-539 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The widespread adoption and implementation of costing systems in the UK National Health Service (NHS) has been an important part of the response to the structural changes brought about in the health sector over the last 20 years. One key feature of costing systems in this context is to provide a guide by which efficiency and effectiveness may be measured against a background of decision making in a public service environment where the public service provision ethos is important. Re-assesses the role of costing systems in the NHS in the light of research on rules and habit formation in the decision-making process. In developing these points further argues that bureaucracies provide an important linkage in marshalling implicit habitual behaviour to multiple-organisational goals. In so doing, bureaucratic structures represent part of the mechanism which facilitates effective organisational performance. Such performance is made efficient through the use of accounting systems which measure performance and provide signals for resource allocation via quasi-costs (or the internal quasi-transfer prices), although the extent of the usefulness of such signals is questioned. In particular, argues that there is no connection between the market, such as it is, and intra-hospital resource allocations, at least not in a direct manner, nor in any manner in the short term.
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    International journal of public sector management 15 (2002), S. 129-139 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Over the last two decades, in response to political and financial pressures, the NHS has been subjected to considerable changes in its organisation. There is increasing emphases on containing the costs of hospital provision and making the treatment available from hospitals more responsive to consumers' needs. "New" public sector management (NPM) philosophy clearly reflects an ideological shift toward newly valued entrepreneurial attitudes and behaviours, where patients and health service-users are re-defined as "customers" and "consumers". Through a consideration of the recent changes, this paper will argue that the increasing emphasis on efficiency, cost-cutting and most especially consumer satisfaction has transformed how nurses manage their emotions at work, adding new dimensions to their caring role. Nurses now find themselves having to present the detached, calm, but caring, face of the health professional whilst also having to present a smiling face to patients who now behave as demanding customers.
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    International journal of public sector management 15 (2002), S. 69-86 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The former municipality of Metropolitan Toronto was Canada's largest government and a unique body. It was abolished on 31 December 1997 and a new unified City was ushered in on 1 January 1998. It consists of all the former municipalities of the Metropolitan Council and has reduced the former two-tier system to a single tier. There was considerable opposition initially to the establishment of a unicity by local politicians and the citizenry at large. This has to be seen against a background of general opposition to some of the policy decisions of the Ontario Provincial Government at that particular point in time. Despite the opposition, legislation was enacted establishing the new City. The councillors initially elected in late 1997, the top management team of the Council and virtually all the residents have since accepted the decision on unification and have committed themselves to building the new City. The transition team appointed by the Province and the political and management component of Toronto have done considerable groundwork in developing the unified City to meet present and future challenges locally, regionally and internationally. The amalgamation of the municipalities has resulted in savings of $150 million resulting from inter alia, reduction of departments and divisions, staff, information technology systems, office space, consolidating of the corporate fleet and the City Service Boards. It should be noted that amalgamated programmes only constituted 27 per cent of the budget of the new City. However, coincidental with the amalgamation process was the implementation of the "Who Does What" policy introduced by the provincial government and the Council had to take on significant additional responsibilities. Provincial assistance was provided by way of a one-off grant of $50 million and a $200 million loan. Consequently, any actual savings achieved initially will have to be viewed in this context.
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    International journal of public sector management 15 (2002), S. 151-162 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: This article examines the similarities and differences in the professional and work organisation of nursing within two European countries: Italy and Germany. In principle both nursing systems could be expected to share much in common given they are both part of the European Community (EC). In practice the professional and work organisations are rather different. In Italy, the organised profession is currently being "promoted" from collegi to ordini, reflecting an upgrading of nurse education and training. Ordine (and collegi) are state-sponsored mechanisms for professional registration, a system not to be found in Germany. Instead, German nurses through their professional organisations have been struggling to establish an autonomous role for themselves within the health service division of labour independent of the medical profession.
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    International journal of public sector management 15 (2002), S. 170-187 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The objective of this paper is to show how Internet technologies have the potential to facilitate the achievement of transparency within public sector organisations. This change will also have a major impact on the way in which public sector organisations interact with their environment and in particular with users of their products and services. The connectivity that automatically results from Internet technologies can exert a very powerful influence in encouraging a free flow of ideas around the organisation, permitting individuals and organisational units to converge and inter-connect. It is shown how the "open" systems nature of Internet technologies can facilitate greater co-operation and communication across organisation units both internally and externally. There are significant benefits to be accrued from employing Internet technologies at the interfaces between the public sector organisation and other agencies and suppliers. At the citizen interface, it is shown how a number of public sector organisations have adopted Internet technologies, which in turn has allowed them to be more responsive to the needs of citizens. In the future, the expectations of the individual will continue to rise with increasing demands for online accessibility to organisations. Although there are considerable barriers to the full implementation of Internet technologies, the connectivity of the Internet presents public sector organisations with an immense opportunity to enhance the way in which they fulfil the needs of users of their products and services. Public sector organisations that do not embrace the technology will continue to have major problems achieving efficiencies and delivering the value demanded by citizens, particularly in the light of shrinking public sector budgets.
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    International journal of public sector management 15 (2002), S. 237-256 
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    Topics: Political Science , Economics
    Notes: The purpose of this study is to assess prospects for privatization in Jordan through a field survey of the attitudes of public officials in a sample of 24 public enterprises in Jordan. Among major findings of this study are: respondents expressed high level of conviction in the principle of privatization though their expectation of successful privatization in Jordan is lower than the level of conviction; and respondents selectively agreed on certain forms and fields of privatization in Jordan. That is, privatization is suitable in certain, but not all, sectors, enterprises and forms. The study recommends enterprise-specific and gradual privatization on the basis of feasibility studies. It also recommends overall socio-economic and administrative changes as well as democratization, stability and peace in the region.
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    International journal of public sector management 15 (2002), S. 262-280 
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    Topics: Political Science , Economics
    Notes: Suggests that there is a need to explore managerial public sector effectiveness given its complexity and subjective nature. Argues the case for a multi-perspective approach to public sector effectiveness, based on specific, inter-related perspectives. Chooses these perspectives based on their ability to contribute to an explanatory framework focused on the features of effectiveness. Concludes that managerial effectiveness is essentially about understanding, reinterpreting and making sense of differing role expectations, which the framework developed will hopefully help in developing.
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    International journal of public sector management 15 (2002), S. 296-306 
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    Topics: Political Science , Economics
    Notes: Partnerships to lead on urban regeneration initiatives in the UK claim to facilitate inter-agency working and local involvement. They are presented both as ways of ensuring the effective management of services within neighbourhoods and as potential "change agents" in the way they bring together different (and sometimes competing) interest groups. Regeneration partnerships are, therefore, often the sites of unresolved conflict. This paper, which draws upon interviews with local regeneration managers and local community representatives in Manchester explores possible strategies for resolving such conflict. In particular it suggests that the use of supervision in the public and community sector needs reforming in order to provide externality for those involved.
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    International journal of public sector management 15 (2002), S. 316-335 
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    Topics: Political Science , Economics
    Notes: Major sports events have the potential to offer significant benefits to any city, but at the same time are likely to entail immense resource utilisation and enormous risk. Focussed at the organising committee level, and drawing upon general management and project management literature, aims to collect empirical data to identify current management practice used in the bidding process, and determine key factors in successful bidding. A self-administered postal questionnaire was sent to 220 randomly selected major sports event organisers from ten different countries. Targeted at the chief executive officer level or equivalent, the questionnaire provided general contextual detail and focussed on present sports event management practices and processes. To gain more in-depth understanding of successful applications, three semi-structured interviews were administered in England. The findings reveal that the primary motivations behind local authority involvement are heightening area profile and sport promotion. Successful public sector applications were found to use bounded rational decision-making, driven largely by political reasoning rather than detailed objective analysis. Specifically identifies and discusses five key factors behind successful national and international governing body approval.
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    International journal of public sector management 15 (2002), S. 375-398 
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    Topics: Political Science , Economics
    Notes: In New Zealand (NZ) there are plans afoot to create an e-government that will automate government-to-government and government-to-citizen interactions and allow anyone, anywhere to go online any time to obtain information, to complete transactions, and to communicate with their elected representatives, cheaply, quickly, and efficiently. A total of 16 key issues, which various authors argue are critical to the success of USA e-government initiatives, are described and evaluated in light of the NZ e-government environment. The significance afforded to these issues by NZ local authority e-government policymakers when they implement their own e-government initiatives suggests that eight of the issues are considered significant, four are not considered significant, and four remain inconclusive at this time. Of the key issues, six are not well understood. It is also concluded that NZ local authorities are at an early evolutionary stage of e-government development.
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    International journal of public sector management 15 (2002), S. 438-457 
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    Topics: Political Science , Economics
    Notes: The best value initiative has been designated as the key framework for improving service quality and effectiveness in UK local government. In support of the framework a number of measures have been introduced to measure effectiveness. However, there are problems with using comparative performance measures within the diverse grouping of local government services. Aims to measure the effectiveness of best value in a similar group of building control services by using a clustered benchmarking approach. The mainly qualitative research involves applying a strategic benchmarking approach to the 26 units or councils within the cluster and then comparing the cluster with the best practice UK measures for building control services. To facilitate the process a benchmarking measurement framework for building control was developed. The results indicate that the clustering approach is more beneficial than comparing the service of a single unit with best practice. Practices comparable with best practice for key measures can be identified for individual units or councils within the cluster. Moreover, there are more opportunities for generalising the findings and developing measurement frameworks within clusters. The cluster can internalise the benchmarked findings through mutually supportive programmes.
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    International journal of public sector management 15 (2002), S. 496-515 
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    Topics: Political Science , Economics
    Notes: Over the past decade Australian local government has undergone drastic change. The sheer pace of reform has made it difficult for practitioners and scholars alike to document and evaluate these rapid changes and even most recent extant analyses are now dated. Given the urgent need to review trends in Australian local government, this paper examines the recent programs of legislative, structural, workplace and financial reform.
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    International journal of public sector management 15 (2002), S. 487-495 
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    Topics: Political Science , Economics
    Notes: A public-private partnership can be seen as an appropriate institutional means of dealing with particular sources of market failure by creating a perception of equity and mutual accountability in transactions between public and private organisations through co-operative behaviour. The relative merit of the idea of public-private partnership is oriented mainly around a mutual benefit. As the roles of government in public-private partnerships are not only to provide services, but also to monitor the marketplace, a well-defined regulation framework is essential. A sound regulatory framework will increase benefits to the government by ensuring that essential partnerships operate efficiently and optimise the resources available to them in line with broader policy objectives, ranging from social policy to environmental protection. In turn, it provides assurance to the private sector that the regulatory system includes protection from expropriation, arbitration of commercial disputes, respect for contract agreements, and legitimate recovery of costs and profit proportional to the risks undertaken.
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    International journal of public sector management 15 (2002), S. 565-577 
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    Topics: Political Science , Economics
    Notes: The study examines the management of competitive funding by UK local authorities. This funding, which is additional to core funding, is seen by authorities to be worth securing because it gives them the ability to provide services over and above those that must be provided to meet legislative requirements. However the evidence shows that considerable pressures are being placed upon local authorities as a result. These can be distinguished according to whether they are outside a local authority's control, such as lateness of approval notification, or within their control, such as the provision of bidding activity cost information. Whilst competition remains as a feature of resource allocation, these pressures must be addressed by external agencies and local authorities as appropriate. The article concludes with a series of proposals for improved practice.
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    International journal of public sector management 16 (2003), S. 48-60 
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    Topics: Political Science , Economics
    Notes: The UK Government has frequently referred to the importance of strategic human resource management (HRM) to the success of the National Health Service (NHS). However, relatively little is known about whether HR departments within individual NHS Trusts play a strategic role and, if so, how this has been achieved. Reports on the findings of a unique study into HRM at the Chelsea and Westminster NHS Trust over the period 1994-2000. In particular, focuses on the factors that have enabled or constrained the development of a strategic role over time. Whilst it was found that the NHS context often served as a constraining factor, also shows that much can be done at the level of the individual Trust to foster a strategic role for the HR function. Of particular importance were the HR director role, the attitudes of senior management towards HRM and the way in which HR interventions were implemented.
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    International journal of public sector management 16 (2003), S. 61-74 
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    Topics: Political Science , Economics
    Notes: Managerial restructuring of the Australian public service during the period of the Keating Government was designed to provide greater responsiveness on the part of public servants to ministers. Increased use of ministerial advisers and the formalisation of contract employment for departmental secretaries pointed to a possible erosion of responsible government norms, but this process was moderated by tension between the private sector practices being introduced and an adherence to the traditions of responsible government. We suggest that a pragmatic approach to public sector reform partly accounted for this unease and we speculate that the more ideological commitment to managerialism displayed by the Howard Government might indicate that responsible government within the Commonwealth Public Service is in further danger of erosion.
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    International journal of public sector management 16 (2003), S. 75-100 
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    Topics: Political Science , Economics
    Notes: Internationally public utilities, sometimes referred to as network industries, are being privatised and dedicated regulatory structures to protect the public interest are being introduced. This study looks at the related issues of post-privatisation performance, regulatory risk and management strategies in privatised public utilities, drawing on evidence from the UK. The main findings are, first, that in assessing the impact of privatisation on economic performance it is difficult to separate out the effects of ownership, competition, regulation and technological change. Second, that in terms of the distribution of the efficiency gains, initially investors were the main beneficiaries in the UK, but consumers gained as competition developed and regulation tightened. Third, regulated enterprises are subject to regulatory risk as well as commercial risk with implications for types of management strategies adopted. Following privatisation the dynamics of regulation involve both the regulator and management learning about regulation and the optimal strategies to adopt. The UK's experiences are educational for those countries now contemplating or in the process of introducing privatisation programmes.
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    International journal of public sector management 16 (2003), S. 141-152 
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    Notes: This paper investigates a case whereby the historical monopoly of a medical college was challenged by internal dissenters and also by external pressure in the form of national competition policy. The case is particularly notable in that the apparently private domain of medical training is now subject to explicit public involvement of a transparent and regulated nature. Based on in-depth interviews and primary documents, the paper argues that in contributing to marketisation, the latent schism and tensions within Australian general practice have, consequently contributed to a decrease in professional autonomy and independence.
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    International journal of public sector management 16 (2003), S. 219-229 
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    Topics: Political Science , Economics
    Notes: Senior policy advisers face a number of basic practical issues that they must continuously negotiate if they are to successfully fulfil the policy advising function. Stemming from an Australian public sector experience, this paper offers an applied perspective on some of the more prominent of these issues: the question of political considerations in policy advising, the maintenance of good working relationships between policy advisers and ministers, the nature of timeliness, the extent of information needed before advice can be formulated, and the course to follow when policy advice is rejected. The paper seeks to arrive at some practical conclusions, not only for policy advisers already at the senior level, but also for those who are advancing their policy advising skills and find such issues material to their development.
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    International journal of public sector management 16 (2003), S. 250-260 
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    Topics: Political Science , Economics
    Notes: This paper is based on interviews with four chief executives of district/borough authorities in a two-tier local government area. The interviews constitute a snapshot of opinion from a group of people ideally placed to relate to the issue under discussion, namely the importance of strategy and strategic partnering for smaller local authorities. The paper considers the extent to which the views of this group develop or interlink with the thinking around strategy, in the literature on strategy in the private sector, and with views of public sector strategic management, particularly in the work and in the critique of the operation of the modernising agenda in the NHS. It concludes that, far from strategy being an irrelevancy to small authorities, it may be that they are ideally placed to provide insights into some of the tensions evident in the strategy debate at all levels.
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    International journal of public sector management 16 (2003), S. 337-345 
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    Topics: Political Science , Economics
    Notes: Devolution in the UK enables its four countries to pursue locally relevant policies. Healthcare is a key devolved subject on which the competency of the devolved governments will be judged. Mechanisms that enable political aspirations to be understood in terms of inputs, processes and outputs/outcomes - and delivered - are now needed. A model demonstrating such a mechanism is described. The model enables different investment options to be contrasted using several dimensions, including time lags, qualitative and quantitative changes, changes in different care settings, and changes in different care stages.
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    International journal of public sector management 16 (2003), S. 346-358 
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    Notes: Over the past two decades successive British governments, both Conservative and Labour, have attempted to implement reforms within the English and Welsh police service. The latest Labour government proposals have resulted in new legislation which paves the way for wide-scale reforms of how the police are managed, financed and judged against specific performance targets. Further, the introduction of the UKs first "national policing plan" has led to the belief that this is a sign of the British government's intention to reduce/remove the historical, political neutrality identified through "constabulary independence". Past experiences suggest that greater "nationalisation" of policing in the UK is unlikely to meet government expectations owing to the strength of police (sub) culture to adopt and yet resist reform and that the governments failure to pay attention to this may result in the failure of reform.
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    International journal of public sector management 16 (2003), S. 412-423 
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    Topics: Political Science , Economics
    Notes: This article shows that regulation of the employment relationship in European public services has tended to give more importance to collective bargaining than to unilateral employer regulation. Although collective bargaining is a general trend, it is not the same in every country. This article concentrates on collective bargaining levels and the outcomes of collective bargaining in selected European states. A major explanatory factor of the extent of collective bargaining is the nature of the civil service system. Reformed "non-career" systems tend to adopt collective bargaining institutions, resulting in binding collective agreements between employers and unions, while classical "career" systems do not.
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    International journal of public sector management 16 (2003), S. 446-458 
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    Notes: The Belgian federal administration has been undergoing a major reform programme since 1999, known as the Copernicus reform. In 2000 a survey was launched by the Minister of Civil Service and Modernisation of the Public Services to assess and measure civil servants' attitudes towards the reform and to stuimulate employee commitment. This article analyses the survey responses using the participation model of de Leede and Looise. Concludes that the amount of influence civil servants exerted through their participation and involvement in the survey appears to be small. Furthermore, there are criticisms levelled at the ways that the results of the survey have been used.
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    International journal of public sector management 16 (2003), S. 490-501 
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    Topics: Political Science , Economics
    Notes: The results to date of the contemporary organizational ethics movement are not encouraging; credible, empirical evidence of more ethical individuals and institutions remains to be discovered. This is not surprising, given the daunting nature of organizational change, multiple perspectives toward ethics programs, and the need for transformational, as opposed to transactional, leadership. As currently conceived and executed, ethics training tends to be rule-oriented, legalistic and superficial, and thus produces cynicism, boredom and passivity. Therefore, proposes an ethics training initiative consisting of a philosophical and an institutional framework, as well as a two-stage program based on clarification of universal values and justification of organizational policies and practices in light of those values. The philosophical framework is grounded in the unified ethic, which combines deontology, teleology, and virtue, while the institutional framework is grounded in the United Nations Declaration of Human Rights and the work of the Caux Roundtable. The ultimate aim of this ethics training program is to advance global democratic deliberation and decision making in both private and public organizations.
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    International journal of public sector management 16 (2003), S. 549-563 
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    Topics: Political Science , Economics
    Notes: National Health Service (NHS) managers as change agents have been given the responsibility for the implementation of the NHS reforms and their views, beliefs and attitudes are therefore paramount to the effective and successful implementation of the reforms. A total of 28 managers from two acute care and one community care NHS Trusts in London were interviewed, after completing questionnaires, with a view to understanding their perceptions of the NHS managerial culture and also what they believed to be their public image. It appeared that managers generally believed that all NHS workers share altruistic core values and they thought that these core values had remained unchanged despite the previous and present reforms. The managers generally saw the recent NHS reforms as being compatible with this pan-organisational altruistic culture; this should contribute positively towards their successful implementation. The managers, however, believed that the public did not see managers as being a part of this altruistic culture but at the same time they felt that this public view was misguided and unfair. Furthermore the managers do not appear to have allowed their perceived negative public perception to influence or shift their commitment to their altruistic values and ethos.
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    International journal of public sector management 17 (2004), S. 8-23 
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    Topics: Political Science , Economics
    Notes: The article focuses on the regeneration section of the National Health Service (NHS) document The Vital Connection. Regeneration is an issue new to the NHS and so the article examines the manner in which the text on regeneration is rhetorically constructed. Specifically the article's argument is that the rhetorical dimensions of the document are important in the attempt to convince an audience that the NHS is serious in its regeneration aims. The article goes on to rhetorically analyse the talk of two senior NHS human resource managers talking together about their NHS organisation's capacity and capability in relation to regeneration. In both the analysis of the framework document and the managers' talk. the rhetorical analysis focuses on the importance of the use of the example, the appeal through ethos and the trope of synecdoche in constructing the rhetoric of the text and talk of each.
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    International journal of public sector management 17 (2004), S. 65-80 
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    Topics: Political Science , Economics
    Notes: Over the last 20 to 30 years, privatisation has become a world-wide phenomenon. This article explores the rationale for and changing nature of privatisation. In particular, it draws attention to the range of definitions of "privatisation" and the differing views on its effectiveness in providing improved services to consumers. The main focus of the article is a study of the privatisation of the Public Power Corporation (PPC) of Greece. Examines why and how it was privatised and discusses its future as a private enterprise. It shows that the structure and operation of the privatised PPC and the liberalisation of the Greek electricity market were, and will continue to be, determined principally by the EU's commitment to free market competition.
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    International journal of public sector management 17 (2004), S. 136-152 
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    Topics: Political Science , Economics
    Notes: This paper starts with the assumption that local authorities, under the new public management, may use job sharing as part of an equal opportunities policy in order to attract and retain experienced and professional employees. Data collected from 32 councils in England and Scotland have shown that although most of the female employees would possibly prefer to work flexibly through job sharing, there was little or no established policies for the implementation of job sharing as a means of providing equal opportunities. With the consolidation of the new public management in local authorities in the late 1990s, the approach to the use of job sharing and flexible working in general has changed from emphasising equality to meeting business objectives. The promotion of job sharing is very limited and its implementation often restricted. Job sharing is undermined by a culture of full-time work and determined by economic motives.
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    International journal of public sector management 17 (2004), S. 166-177 
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    Notes: Despite inauspicious circumstances, the European Commission embarked on an ambitious programme of management reform in 2000, and in 2003 the reform Progress Review claimed that it had been implemented. There is now a substantial body of literature examining the theory and practice of public management reform under different conditions. Using these models and an implementation matrix differentiating between types of reform action, this article analyses these claims. The findings suggest a considerable gap exists between reform rhetoric and the reality of its application.
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    International journal of public sector management 17 (2004), S. 118-135 
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    Notes: Financial reporting information had been aimed mainly at internal users and audit offices, but this has changed in recent years. Potential users have widened, among whom we should mention certain financial institutions, owing to their particular relevance. In this context, based on a sample of 54 credit institutions, this study aims to obtain evidence on the information that is shown to be useful to these users in their decision-making, by looking at the Spanish financial reports. A study is also made of causes that restrict the usefulness of local financial information, along with possible suggestions to make this information more useful to credit institutions. The results reveal that owing mainly to legal reasons, the profit and loss account and the balance sheet are the least relevant financial statements to credit institutions' indebtedness operation decision making. Likewise, it is obvious that current local financial information needs to become more opportune, reliable, complete and understandable.
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    International journal of public sector management 17 (2004), S. 153-165 
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    Notes: This paper examines the issues of front-line workers within residential childcare, giving their feelings on how recent government sponsored quality enhancement initiatives have impacted on service delivery. Residential childcare has been at the forefront of government sponsored quality developments since the early 1990s. It reflects many of the problems and dilemmas faced by the wider personal social services sector when applying performance enhancement techniques. It has low status, is poorly resourced, and provides a service for "customers" who have multiple needs, but have little say in relation to their referral for provision. The findings from this study give support to the contention that for front-line workers, many of the government's quality initiatives are limited or irrelevant to the "real" task of providing a service to residents - continuous improvement requires the practical benefits of a structured and planned performance enhancement culture, and the appropriate resources to achieve that goal.
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    International journal of public sector management 17 (2004), S. 222-233 
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    Notes: With continuing pressures for transparency, accountability and value for money, measuring the performance of public sector organisations is attracting increasing academic and management attention. However, little attention appears to have been paid to the performance information needs of stakeholders. This paper describes work with a number of Scottish local authority services to develop an information portfolio that would meet the performance measurement needs of diverse stakeholders. Overall, the approach was found to be useful, allowing services to identify the key stakeholders with an interest in their service's performance, the judgements about performance that each group wanted to make and the key information that stakeholders would need.
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    International journal of public sector management 17 (2004), S. 204-221 
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    Notes: To deal with financial constraints and increasing demand on accountability, government administrators have begun implementing modern management tools in their organizations. The balanced scorecard, a performance and strategic management system, has been adopted in for-profit organizations with success and its application in the government sector is explored in this study. Results of a survey of municipal governments in the USA and Canada show that there is limited use of the balanced scorecard. Most municipal governments, however, have developed measures to assess their organizations' financial, customer satisfaction, operating efficiency, innovation and change, and employee performance. Respondent administrators, in general, have confidence in the quality of the performance measures and about half reported that these measures were used to support various management functions. The respondent administrators also have a good understanding of the balanced scorecard and the implementers are positive about their experience.
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    International journal of public sector management 17 (2004), S. 178-195 
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    Topics: Political Science , Economics
    Notes: This article examines the results of a study conducted of the top 100 public sector units in Sweden. The aim of the study was to examine and describe the codes of ethics in these Swedish public sector units. Reports on the responses of 27 public sector units that possessed a code of ethics. The content analyses of these codes indicate that they have only recently become an interest in public Sweden. Many public sector units are in the early stages of development and assimilation of codes of ethics artefacts into overall ethics policies in the organization. A customized PUBSEC-scale was used to measure and evaluate the content of the codes. The code of ethics best practice in the Swedish public sector has been used to develop a public sector scale consisting of seven dimensions and 41 items. The PUBSEC-scale differs from the current private sector scales in literature, owing to the specific characteristics of the public sector.
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    International journal of public sector management 17 (2004), S. 234-250 
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    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Comparative administrative study lacks agreed-upon concepts for cross-national analysis. This essay suggests "administrative culture" as a useful concept which has been overshadowed by two related concepts, "organizational culture" and "political culture." The American experience is highlighted in its public personnel dimension and administrative sub-cultures are introduced to characterize the enormous diversity of values, beliefs, and attitudes in the public sector. An evolutionary perspective is used to show change over time from the earliest "Government by Gentlemen" period to the current emphasis upon merit, modified by affirmative action and demands for accountability, flexibility, and entrepreneurial behavior. Sources of administrative culture are also discussed to reveal the unique origins of the system which, nevertheless, has been exported to numerous other nation-states.
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    International journal of public sector management 17 (2004), S. 251-263 
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    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: An underlying and fundamental aim of the new public management (NPM) reform program is to transform the organizational identity of public organizations into a business-like identity. In this paper the construction of organizational identity as an effect of NPM initiatives is analyzed from a sensemaking perspective. The study draws on data from a two-and-a-half-year study of the introduction of NPM at the public health care authority in the region of Värmland in Sweden. It is concluded that NPM creates heterogeneous, conflicting and fluid organizational identities rather than the uniform and stable business identity it is supposed to.
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    International journal of public sector management 17 (2004), S. 264-274 
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    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: As part of the preparations for the accession of Slovenia to the European Union, the National Health Insurance Institute has introduced a European model for quality management. In this regard, a benchmarking has been carried out, comparing the Health Insurance Institute of Slovenia with the Accounts Office of Cumbernauld in the UK. This was a so-called generic benchmarking between two public service organisations in different fields and it was made by third parties focusing on the quality of the processes of the two organisations. The results of the comparative analysis show that the health insurance institute has strong financial management, supported by a well-developed model for partnership negotiations and advanced applications of information technology. There are, however, weaknesses in the management of human resources and quality improvements. To counteract these weaknesses requires a cultural change within the health insurance institute.
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    International journal of public sector management 17 (2004), S. 302-331 
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    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: This article examines the results of a study conducted of the top 100 public sector units in Sweden. These units are comprised of entities of government, municipalities, and county councils. The aim of the study was to examine and describe the commitment to codes of ethics in these Swedish public sector units. This article reports on the responses of those public sector units that possessed a code of ethics. The construct of commitment was measured by a consideration of the inputs, objectives and outputs of the code across six areas. The commitment to codes of ethics has an interest for those involved in the public sector in Sweden and society in general. Most public sector units are in the early stages of development and assimilation into overall ethics policies in code artefacts. On a specific level there are customized codes of ethics that are not always documented in a generic artefact. Theoretical and managerial implications are provided. Furthermore, suggestions for further research are proposed.
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    International journal of public sector management 17 (2004), S. 332-344 
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    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Performance-based budgeting (PBB) is a prominent reform around the world, and has been in prominence in the USA for over a decade now. Evidence presented in this article suggests, however, that the reform is commonly implemented in a limited fashion. This raises the questions, "Why do few states adopt PBB meaningfully?" and "What needs to be done to ensure meaningful adoption?". In addressing these questions with reference to case studies of state performance-based budgeting, this article suggests that a three-factor model is useful in thinking about PBB implementation. In this model authority, acceptance and ability intersect to determine the "reform space" a government has for PBB. In most governments this reform space seems rather constrained.
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    International journal of public sector management 17 (2004), S. 360-373 
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    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Discusses the role of women in management in the Nigerian Civil Service (NCS). The number of men in management in the NCS far exceeds the number of women. Women also function in a Nigerian society permeated by gender stereotypes. Tries to answer the question: "Why is a woman less likely to become a senior manager in the NCS?" Data were gathered from a selection of male and female managers who have the required experience and knowledge of women issues. The findings show that the debate about women's roles as managers has prompted a reassessment of the traditional negative stereotype of women as managers. Although women are being given some managerial opportunities, they are severely discriminated against. Thus the range of opportunities available to women is limited and the prospect of a woman being a senior manager is less favourable than for a man. Concludes that women are likely to bring a distinct style of management to the service and the NCS would benefit from more integration of women managers.
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    International journal of public sector management 17 (2004), S. 286-301 
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    Topics: Political Science , Economics
    Notes: This article examines the reasons individuals would choose electronic self-service delivery methods over more traditional methods of service delivery for government services. The study investigated the factors related to decision making when people consider and evaluate the usage of an online e-government delivery mechanism. The approach taken was based on a combination of attitudinal technology adoption models and the service quality concept, with data gathered via a questionnaire. Trust, financial security, information quality (all adoption barriers), time and money (both adoption benefits) were found to predict potential usage. That is willingness to use the online delivery option will be present if organisations can develop trust relationships with individuals, assure them that their financial details are secure, provide information that is relevant, accurate and up-to-date, and save individuals time and money. The results are significant to the public service manager who needs to consider both the barriers to adoption and the benefits of adoption if they are to develop plans to increase the take-up of their electronic services.
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    International journal of public sector management 17 (2004), S. 345-359 
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    Topics: Political Science , Economics
    Notes: Adoption of new public sector management (NPM) is commonplace in both developed and emerging economies. One premise of NPM is that an effective accountability mechanism is in place. It is argued here that where bad management and corruption are present, this fundamental accountability mechanism may fail for two reasons. These are considered further through the situation existing in Fiji in relation to problems experienced at the National Bank of Fiji (NBF). The demise of the NBF provides an example of a country where NPM has been introduced, where poor management and corruption are entrenched and where accountability has not worked because parties do not provide a proper account of their actions. This scandal illustrates the need for proponents of NPM to consider the context into which the system is being fitted, such as poor management, the extent of corruption and presence of political favours, when considering the net benefits likely to arise from its introduction.
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    International journal of public sector management 17 (2004), S. 414-430 
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    Topics: Political Science , Economics
    Notes: The concept of public private partnerships (PPPs) has attracted worldwide attention and acquired a new resonance in the context of developing countries. PPPs are increasingly heralded as an innovative policy tool for remedying the lack of dynamism in traditional public service delivery. However PPPs have also become mired in a muddle of conceptual ambiguities. This paper sheds light on the PPP concept and the rationale for invoking private participation in developing countries. It also identifies critical success factors and policy requirements for successful PPP implementation. Finally, the paper presents a case study assessment of a post-war PPP initiative in the Lebanese telecommunications sector and draws out lessons for improving the effectiveness and viability of PPP projects in the context of developing countries.
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    International journal of public sector management 17 (2004), S. 379-388 
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    Topics: Political Science , Economics
    Notes: In 1999, the Irish Government launched a programme of public private partnerships (PPPs). The programme has expanded rapidly as policy makers seek to address the country's acute deficit of physical infrastructure. The first PPP to reach the stage of operation is the contract for five secondary schools. The early evidence from this case demonstrates that the market for education projects is competitive. The contract was designed on the basis of securing an appropriate distribution of risk and limiting private sector rents from re-financing. However, the evidence indicates that this PPP has not resulted in significant innovations and the public sector has failed to provide any evidence of value for money.
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    International journal of public sector management 17 (2004), S. 443-461 
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    Topics: Political Science , Economics
    Notes: The city of Newcastle upon Tyne, UK, has become an urban laboratory where numerous nationally prescribed regeneration partnerships and strategies have been "tried-out" over the last 30 years. This paper unpacks the different and often contradictory spatial scales that such responses have taken, be they area-based or city-wide, as well as how "ways of doing" regeneration have been subsequently recast by this range of new partnerships, structures and processes. These developments have subsequently transformed the linkages between both central government and localities, and between local authorities and citizens, especially with regard to issues of trust-based relationships. This paper will exemplify these changes by highlighting how the Government's flagship community-centred regeneration partnership collided with an ambitious and far-reaching local authority-led city-wide regeneration strategy. This paper concludes by discussing and how this has implications for managing regeneration partnerships per se in the current urban policy context.
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    International journal of public sector management 17 (2004), S. 389-413 
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    Topics: Political Science , Economics
    Notes: Both Northern Ireland and Republic of Ireland governments recognise the current infrastructural deficits in their respective jurisdictions which, if not addressed, will undermine the future economic prosperity of both regions. This paper considers the adoption of a collaborative approach on the island to addressing the deficit, using public private partnerships (PPP) as the delivery vehicle. It presents a critical perspective of the challenges and opportunities posed by adopting such a cross-border approach. Whilst PPPs have the potential to bring about North-South co-operation, bridge gaps in infrastructure capacity and facilitate the advancement of sectoral knowledge, their adoption on a cross border basis will require significant reorganisation and change at administrative and sectoral levels. This review concludes that governments and construction sector representatives in Northern Ireland and the Republic of Ireland have still some work to do in order to enhance the capability and readiness of public and private partners to evolve an all-island PPP infrastructure development approach.
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    International journal of public sector management 17 (2004), S. 470-485 
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    Topics: Political Science , Economics
    Notes: Gender inequity at senior ranks in Australian public sector universities has long been recognised as a major problem. Universities are attempting to address the problem, through policies for recruitment and retention of senior women. This paper describes what happened in one faculty in a large university that has such gender equity policies when three women were appointed to head departments. At the end of a year, all three were gone. The women experienced a masculine-oriented management culture, with little experience of feminine management values. The women and the men had different perceptions of management roles and different perceptions of alternative job opportunities. Gender issues became more visible to these senior women, but remained invisible to the men. Suggestions to improve the retention of senior women include nominating a change agent to provide support and encouragement for senior women, more transparent organisational processes and structures, and changes in hiring practices.
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    International journal of public sector management 17 (2004), S. 431-442 
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    Topics: Political Science , Economics
    Notes: In countries with large or potentially large oil and gas deposits, the resource and its extraction tend to become vital cornerstones of the economy. However, uncertainties involved in finding commercial quantities of oil and gas and the intensive capital required for undertaking exploration and production result in significant business risks. The petroleum fiscal systems in many developing countries are now opting for production-sharing contracts (PSC) as a new model of agreement for the exploration and production of oil and gas resources. This paper extends the principal-agent theory to foster understanding of partnership between the host government and its foreign contractor in the realm of PSC. The theory highlights the importance of moral hazard and adverse-selection problems. To avoid these uncertainties and asymmetric information, the principal (national oil company) needs to design an incentive contract that induces the agent (international oil company (IOC)) to undertake actions that will maximise the principal's welfare. Under a PSC, the state has to offer contract terms that are attractive enough for the IOC to enter into an agreement. At the same time, the terms must allow the state to receive maximum economic returns from the venture.
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    International journal of public sector management 17 (2004), S. 513-533 
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    Topics: Political Science , Economics
    Notes: Partnerships have become more prevalent in the delivery of public services, particularly in relation to non-traditional sectors such as culture, arts and leisure. This paper presents a synthesis of research on partnerships and their relevance to local museums in the light of recent government policy. The relevance of partnerships to this sector is explored through a case study of four local authorities in Northern Ireland that partnered to form a regional museum service. Qualitative interviews revealed that despite the small scale of the partnership, a number of benefits have been delivered and that the partnership mechanism can work for organisations with little in the way of resources. Much of the success of the case study partnership can be attributed to the skills and leadership of the appointed member of staff. Further research is recommended to map the type, scope and purpose of museum partnerships in order to develop a typology for this sector and to evaluate current government policy.
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    International journal of public sector management 17 (2004), S. 486-497 
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    Topics: Political Science , Economics
    Notes: This paper seeks to problematize the role(s) that lay-workers can play and the nature of their relationship with other, well-established professional groups. Views are extracted from the literature on how best to manage the introduction of lay-workers into professional settings and the paper examines the experience of attempting this in national health demonstration project funded by the Scottish Executive Health Department. Whilst the literature argues that the use of lay-workers will enhance flexibility and challenge some of the bureaucratic/hierarchical problems of traditional organizations, the empirical evidence presented here suggests that phenomena such as hierarchy are persistent and that individual and collective identities are constantly renegotiated in a complex and dynamic process which recreates hierarchy albeit in an unintentional way. This paper offers a series of observations from the project study then generalise in terms of implications for management practice and management theory.
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    International journal of public sector management 17 (2004), S. 498-512 
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    Topics: Political Science , Economics
    Notes: Local authorities in the UK have lagged behind other sectors in developing a sector-wide approach to the risk management aspects of corporate governance. The governance framework published in 2001, however, goes further than the private sector combined code in its reporting requirements. This paper reviews the guidance documents issued by statutory and professional bodies and evaluates their effectiveness in assisting local authorities to meet corporate governance requirements for risk management. This analysis is supplemented by a study of the risk management structures and procedures in five UK local authorities in a research project funded by the Chartered Institute of Public Finance Accountants through the auspices of the British Accounting Association Public Sector Accounting Special Interest Group. Based on a number of in-depth individual interviews this study notes several areas of weakness in both the guidance offered and the policies adopted by local authorities.
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    International journal of public sector management 17 (2004), S. 571-585 
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    Topics: Political Science , Economics
    Notes: This paper reports on a year-long engagement in a sub-region of South West England with public sector managers, who frequently work in partnership contexts. The purpose of the initiative was to increase the effectiveness of partnership working by exploring common issues and building a shared understanding of how they might be resolved. This was undertaken by holding a series of seminars and forums facilitated by the authors. The findings show that managers who are involved in numerous partnerships value stepping outside of their formal roles to reflect together on their experiences. Participants were able to identify many pertinent issues that affect their practice in partnership contexts and generate important insights. The findings are being used to develop approaches to support partnerships and collaboration in the sub-region and further afield.
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    International journal of public sector management 17 (2004), S. 534-552 
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    Topics: Political Science , Economics
    Notes: For many management researchers, it is important that the knowledge they create is utilised and has some impact on managerial practice. Sustainable competitive advantage depends less on who has the information and increasingly on those able to make the best use of that information. This paper focuses on two key questions: what are the barriers to research utilisation and what are the most effective strategies for facilitating the use of research by managers in the public sector, based on research evidence? The approach entailed extensive searches of on-line databases in the fields of management, education and medicine, from the UK, USA, Canada, Australia and Europe. Key themes to emerge from this review were the accessibility and relevance of research, trust and credibility; the gap between researchers and users, and organisational factors. Research use can be facilitated through: support and training; collaboration and partnership; dissemination strategies; networks; and strong, visible leadership.
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    International journal of public sector management 17 (2004), S. 558-570 
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    Topics: Political Science , Economics
    Notes: In recent years the UK National Health Service (NHS) has been characterised by radical and continuous change at every level. Within the literature, and the NHS itself, it is argued that successfully changing such an organisation requires the sustained commitment, trust and goodwill of staff. As part of developing and maintaining mutual trust and commitment it is widely argued that employers must meet the employee expectations which form part of the psychological contract, an important element of which, Armstrong argues, is being able to trust in management to keep their promises. Within this paper we argue that policies can be seen as a visible manifestation of management promises and present the improving working lives (IWL) policy within the NHS as an example of one such "promise" that has been made to staff in relation to areas which are important to them at a personal level. Using an anonymous questionnaire that explored areas central to IWL, data were collected from staff in five Primary Care Trusts within one Strategic Heath Authority in relation to their experiences and awareness of what was being done to address these issues. The research found that although the IWL Standard makes very public promises about work-life balance, harassment, equality and the valuing of staff, at best these have only been partially delivered.
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    International journal of public sector management 17 (2004), S. 606-620 
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    Topics: Political Science , Economics
    Notes: Since Ghana gained political independence from British colonial rule in 1957, the country has had a number of administrative reforms that covered varied subjects, including ministerial restructuring, decentralisation, revision of schemes of service and pay and grading systems, motivation and civil service legislation. The past decade (1990-2000), especially, has witnessed sustained efforts at reforms to improve the public sector's policy-making, service delivery, and oversight and accountability roles. For Ghana to achieve the objectives of these reform initiatives, the country needs to effectively manage all the constitutive elements that contribute to the goals of sustainable development. This study set out to examine the efforts being made to reform the system of environmental management in Ghana, since the costs imposed on Ghanaians and the economy from environmental degradation are enormous and can greatly impede the growth towards sustainable development.
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    International journal of public sector management 17 (2004), S. 621-631 
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    Topics: Political Science , Economics
    Notes: There is increasing pressure being placed on government agencies both in Australia and internationally to act in a more collaborative, integrated manner. Community and welfare programs are being conducted in new "shared" or "whole-of-government" ways, which pose a challenge to traditional models of public sector reporting. Existing accountability mechanisms are designed for vertical accountability relationships, and these are inadequate for horizontal or "networked" accountability across government agencies. This paper uses the case of the Community Renewal Program based in the Queensland state government department to illustrate the problems which arise when reporting on "shared" programs. The paper offers a different approach to improve reporting and accountability for shared programs.
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    International journal of public sector management 17 (2004), S. 586-605 
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    Topics: Political Science , Economics
    Notes: The effect of corruption in South Africa has seriously constrained development of the national economy and has significantly inhibited good governance in the country. South Africa's complex political design is a contributing factor to the rise of corruption, which has adversely affected stability and trust and which has damaged the ethos of democratic values and principles. Although the South African government has been instrumental in systems to fight the evils of corruption, practical problems have increasingly emerged over the years. The most notable problems are: insufficient coordination of anti-corruption work within the South African public service and among the various sectors of society; poor information about corruption and the impact of anti-corruption measures and agencies; and the impact of corruption on good governance. This paper is a part of a broader study undertaken on corruption. It addresses issues related to corruption and good governance in the South African (National) Public Service. To articulate and analyse the challenges confronting the country, issues regarding coordination of anti-corruption agencies will be explored.
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    International journal of public sector management 13 (2000), S. 58-67 
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    Topics: Political Science , Economics
    Notes: When making decisions about budget expenditures, governments often confront stakeholders with dramatically opposing positions. These stakeholders attempt, through lobbying, to impress on politicians a preferred decision. Frequently forgotten in the process are issues of ethics. The bitter divide of a community over a funding decision would be improved if politicians incorporated the ethical principles of differing values, equal consideration, equitable participation, distributive justice and emphasis on non-quantifiable factors into the decision process. These five principles are examined in this paper through the evaluation of the decision to build the Red Hill Creek Expressway in the region of Hamilton-Wentworth in Ontario, Canada. The region's failure to consider these fundamental principles in their decision-making process is highlighted by examples from this case.
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    International journal of public sector management 13 (2000), S. 19-37 
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    Topics: Political Science , Economics
    Notes: The delivery of public services in developing countries is over-centralised. One of the reasons for this is the presence of centralised decision-making apparatus, which distances power from communities. The centralised decision making reduces accountability among public sector employees and is a good recipe for undesirable decisions and mismanagement of performance and resources at the expense of public service quality. The quality of public sector management in developing countries lags behind those of the developed countries due to the ills caused by over-centralisation. Hence, the public services in developing countries are a drain on the wealth-producing part of their economy. Reviews the underlying literature and theoretical framework of performance management (PM) as a systems-based model for cultivating the "achievement culture" in public sector organisations (PSOs). It looks at how the various practical econometric and managerial techniques can integrate with the PM model in an attempt to excel the philosophy of new public management. The paper concludes by looking at the "new" role of management accounting systems in meeting "information needs" of modern public sector managers, as a potential area for further research. The paper proposes that the adoption of the PM model is a universal remedy for improving service quality in PSOs in developing countries.
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    International journal of public sector management 13 (2000), S. 206-221 
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    Topics: Political Science , Economics
    Notes: There is an international trend to contestability and marketisation in the delivery of public services. The underlying foundation of these trends is that competition results in improved outcomes such as greater efficiency, higher quality of service, a clearer focus on customers and better value for money. This paper examines an approach to the reform agenda that avoids the more dramatic responses of privatisation, corporatisation and large-scale contracting out while still focusing on achieving commercial principles in public sector service delivery. Commercialisation, in this context, provides a way of developing commercial arrangements yet maintains service delivery within the public sector and offers the possibility of retaining important social objectives.
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    International journal of public sector management 13 (2000), S. 241-259 
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    Topics: Political Science , Economics
    Notes: The publication of the United Kingdom National Health Service (NHS) Information for Health Strategy heralded a new strategic focus for the provision of information systems (IS) support across the NHS. Key changes concerned the placement of much greater emphasis on clinical information needs by route of the Electronic Patient Record (EPR) and the Electronic Health Record (EHR). The last decade has seen unprecedented changes within the NHS due to government policies, political ideology, health-care reform and pace of technological progress. This paper argues that this rate and scale of change has outstripped the ability of health-care organisations to respond effectively in order to implement the key goals set by strategic policy makers. An historical review is combined with an analysis of recent empirical survey data to determine the evolution and progress of the NHS IM&T strategy over a period of ten years. The review and analysis is enabled by adopting techniques and theory derived from research within the field of Information Systems, whereby Information Systems maturity models are used as an heuristic to measure levels of sophistication of IT adoption and use. These models demonstrate that NHS hospitals are fairly immature in terms of the adoption and usage of information systems and technology; struggling to provide adequate foundations for systems integration (data, work and culture). Conclusions reflect on the current progress and ambition of the strategy and comment on its potential outcome given existing NHS knowledge of IT, skills, capability and infrastructure.
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    International journal of public sector management 13 (2000), S. 467-475 
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    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: This study was carried out in a hospital trying to implement TQM. The purpose was to assess the effects of using TQM and thereby judging whether this use could be valid and to find some success factors for implementing TQM in this kind of organisation. Specific quality dimensions have been defined. Based on them, the results of the quality work have been assessed and found to be positive. The most pronounced positive effects were better evaluations, increased ability to implement changes and increased creativity. Only two negative effects were found: a temporarily increased workload, and envy from the other clinics. Since the positive effects greatly outweigh the negative ones, this gives indications that the use of TQM in a hospital could be valid. Further, some success factors for implementing TQM were found. The foremost of these were sufficient information, commitment by the management, and evaluations of the operations.
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  • 87
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    International journal of public sector management 13 (2000), S. 498-507 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Research was commissioned to identify the competences that are required by local authority chief executives in the UK. It emerged that the "competence approach" was inappropriate for their needs. Instead, "capacity" - a concept originating in psychoanalytic theory - was adopted as one which reflected better the reality of the chief executive's role. Through a qualitative research approach with a sample of chief executives, five capacities were identified. These were seen as central to the effective performance of the chief executive's role. The research suggests that policies concerned with the development of chief executives should not be based on an orthodox competence approach. It recommends the use of "capacity" as a better way of conveying chief executives' capabilities to "hold" many interconnected, dynamic and paradoxical dimensions in their work.
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  • 88
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    International journal of public sector management 13 (2000), S. 540-548 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: This paper is based upon the writer's observations when one local area began to implement the requirements of the Crime and Disorder Act 1998. The interaction of statutory and voluntary groups is examined by using an existing analysis of the areas that, it is argued, have proved problematic. Argues for the need for participants to revisit stereotypes and assumptions and to explore mutual purpose and understanding.
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  • 89
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    International journal of public sector management 13 (2000), S. 571-587 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The complexity of modern policing requires an accountable police service to operate in a diverse society, where support/trust must be earned by action and deed. The article examines the potential of market orientated strategies in facilitating policing initiatives, such as community policing and enhanced service quality. The work reviews the concept of market orientation and adopts a case study approach to research. Market orientated/customer focused strategies are examined in a range of public, private and international sectors. Findings outline a three-stage "turnaround" process to enhance service quality and highlight the importance of market orientation in counteracting the concept of "unwilling/reluctant customers". Draws on case studies from Inland Revenue, Richer Sounds plc and the New York Police Department.
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  • 90
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    International journal of public sector management 13 (2000), S. 624-644 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: This article aims to examine the effects of the best value policy initiative on the human resource function in Scottish local government. The article examines whether best value provides the human resource function with the opportunity and ability to perform strategically, rather than in a reactive and opportune manner. In addition, it will examine whether the policy will enable the human resource (HR) function to move from the mechanistic, repetitive activities HR specialists report consume their time, towards the "softer", more consultative tasks associated with the HR function.
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  • 91
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    International journal of public sector management 14 (2001), S. 221-240 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The linkage between strategic planning and daily activities within an organization is often obscure. Perhaps as a consequence, many well-developed strategic plans fail to be implemented, and required goals and objectives are not attained. Strategy deployment processes link strategic plans with implementation activities. Instead of investing more time and energy in improving planning or implementation processes, an organization should first examine the deployment processes used to link strategic plans with action - "deployment processes" may be the missing link in the strategic management system. This paper studies the application of formal strategy deployment processes within three US federal agencies. The strategic management literature provides the basis for the deployment processes analyzed in this study. Following the analysis of each individual case, an overall assessment of existing supporting and restraining forces that should be considered when working to improve deployment processes is discussed.
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  • 92
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    International journal of public sector management 14 (2001), S. 241-265 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: The new South Africa came into being in 1994. The new government inherited the national public service and those of a variety of former provinces and homelands that had to be amalgamated to form a national unified public service. Although this task was accomplished rapidly, the resulting public service was very large, and exhibited many features of traditional bureaucracy, including hierarchical structures, limited automation and IT applications, low levels of training, a poor work culture, language and cultural barriers, and an overall orientation towards inputs and processes rather than service delivery and results. Within the first three years of the new order, substantial effort was devoted to reforming the bureaucracy. New public service legislation and regulations were introduced, new and powerful central personnel agencies were created, English became the language of administration, and substantial authority was devolved to departments and provinces. Despite these reforms, progress in improving results in terms of service delivery, especially to previously disadvantaged communities, was mixed. Towards the end of the 1990s increased attention was paid to means of improving service delivery. Three important initiatives in this regard were Batho Pele (1997), the adoption of eight nationwide principles for better service delivery; a public private partnerships initiative (2000) and the promotion of alternative service delivery. While alternative service delivery initiatives are largely at pilot stage, they offer a promising alternative both to traditional bureaucracy (with its cost and poor service delivery focus) and to a narrow version of privatisation (which could involve heavy social costs, job losses, and regressive redistribution of wealth). This paper reviews these developments and outlines some promising alternative service delivery pilot projects.
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  • 93
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    International journal of public sector management 14 (2001), S. 327-340 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Explores the record of alternative urban service delivery in selected world areas and assesses the prospects for new designs intended to implement specific programs. It is a continuation of a project which in 1999 culminated in a book entitled Bureaucracy and the Alternatives in World Perspective by Keith M. Henderson and O.P. Dwivedi, and seeks to apply the ideas in that volume to urban areas. The basic concern is how education, health, housing, transportation, utilities, micro-credit, and other goods and services may be provided to urban residents in the "Third world" without exclusively governmental agents and agencies. Shows examples of successful past and existing programs and presents a classification framework. Indicates the requirements for coordination, accountability, transparency, "scaling up", managerial expertise, and "outsider status".
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  • 94
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    International journal of public sector management 14 (2001), S. 341-371 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Examines the background to privatisation in the UK and explores current practice. The transition to change over two decades has brought about more demanding and value-conscious customers along with an information technology revolution. Corporate culture is seen as a litmus test, shaping changes in performance and unifying the social dimensions of an organisation. Privatisation has seen changes emerge in some companies more dominantly than in others. Uses this background as a building block to articulate detailed empirical research that has been conducted within three formerly nationalised companies: The National Remote Sensing Centre, Royal Ordnance Environmental and The Stationery Office. Concludes that pre-privatisation, notions of quality of service, lower prices and working for the good of consumers was not achieved, as profits were not seen as a commercial requirement. Of the companies researched, two seemed to be strongly influenced by the culture of their parent company. Two companies that have adapted a marketing culture seem to have fared better than the company with a strong financial culture. All three companies experienced difficulty in breaking free from an inbred philosophy of production orientation.
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  • 95
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    International journal of public sector management 15 (2002), S. 140-150 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Therapeutic emotion work is one aspect of a range of emotion work performed by nurses as they manage their own and their patients' feelings with the intention of improving health outcomes. Nurses have developed, sustained and passed on these often "invisible" knowledges and skills with little official recognition. Recent structural changes implemented under the logics of managed care have paradoxically both diminished and accentuated the importance of emotion work. For the nurses interviewed in this qualitative study, competing work models of productivity, efficiency and caring have led to both anger and sadness over what is being lost, and to various accommodations to "make it work." What happens to interpersonal labour when the time to accomplish it is dramatically reduced, yet demands for patient satisfaction and quality customer relations have increased?
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  • 96
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    International journal of public sector management 15 (2002), S. 204-218 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Pressures from globalization and the knowledge-based economy are transforming the traditional role of universities. Universities are being targeted by policy makers because they are the largest "knowledge-based" institutions in the regions. They have concluded that universities will aid economic regeneration if they disseminate their knowledge and expertise through industry linked partnerships. The paper argues that this is a rationally driven economic strategic plan which fails to acknowledge that the alliance process is a very high risk strategy at the level of implementation, with reports of as many as two thirds failing. The direct causal link between universities and economic regeneration is contentious. The paper calls for greater understanding of the complex partnership process by drawing on the strategic alliance literature on how to minimize risk. It critically analyses the case of a long established partnership between university-industry-government - the teaching company scheme. Important governance issues are identified followed by an analysis of the two stages in the process of partner selection and implementation. The process is promoted as an exemplar to inform the increasing number of public/private sector partnerships.
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  • 97
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    International journal of public sector management 15 (2002), S. 219-236 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Recently, the British Standards Institution (BSI) issued a new standard: BS 8600:1999 Complaints Management Systems - Guide to Design and Implementation. This standard tends to focus on those systems and procedures that organisations put into motion after a complaint has been received. However, for many customers, particularly of large organisations such as local government services, the problems begin with knowing how to gain access to the complaints system. In the public sector this visibility usually takes the form of some kind of information leaflet which should detail certain basic information that will allow customers to access the complaints system. This paper develops a framework for an effective customer complaints information leaflet and then evaluates Scottish councils' corporate complaints information brochures against this framework to determine whether or not they meet its acceptance criteria for effectiveness. Each leaflet was evaluated against 12 points of good practice developed from both Central Government's guidelines and the new British Standard guidelines. The results showed that although a majority of them met many of the framework criteria, a significant proportion fell well short of what would be deemed acceptable.
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  • 98
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    International journal of public sector management 15 (2002), S. 552-564 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Throughout Europe, there is an increasing number of independently living chronically ill patients who suffer from multiple and complex health problems. Several organisations which, individually, are not able to deliver all of the necessary services to these so-called multiple problem patients, are involved in providing for their care. In countries like Sweden, the UK and The Netherlands, national governments consider co-operation between providers to be essential in meeting the demands of these patients. In order to promote co-operation, governments must know why and how particular relationships between providers come about. We argue that the nature of (resource) dependencies that are conditioned, shaped and secured by institutions determine the characteristics of these relationships. Using Dutch data, we illustrate the effect of legislation and government policies on dependencies and relationships. We indicate how government policy makers can shape dependence that is favourable to co-operation.
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  • 99
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    International journal of public sector management 15 (2002), S. 534-551 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: This study first reports findings about what factors affect the job satisfaction of one group of public sector employees and second, uses social identity theory to explain the results. The results indicated that working with fellow employees enhances job satisfaction. In contrast, dealing with the clientele (possibly without appropriate training) and organisational management polices compromise the job satisfaction of early career Australian police officers. These findings challenge existing managerialist beliefs that suggest that significant attempts to reform organisational processes within the public sector organisations of a number of Western democracies have improved the effectiveness of employees. These reforms have changed the organisational context within which policing takes place and consequently, the work practices of police officers have changed. Some of these changes have reduced the satisfaction of employees. The implications of the findings are that when employees are dissatisfied with a number of the working conditions, it is likely that their workplace effectiveness may be jeopardised and in turn, the efficiency and effectiveness of scarce public resources may also be compromised.
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  • 100
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    International journal of public sector management 16 (2003), S. 8-26 
    ISSN: 0951-3558
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Political Science , Economics
    Notes: Increased use of market mechanisms in the delivery of public services is one of the major attempts made by governments to achieve greater efficiency, higher quality and a clearer focus on customers. Information systems (ISs) can promote the adoption of market mechanisms, but they can also preserve a monopolistic and hierarchic model of service delivery. Hence, understanding the competitive implications of information technology (IT) is becoming relevant for managers in the public sector as well. Provides a brief overview of previous research on IT-based competition and discusses its relevance for public sector management. Then continues to describe a project where six offices of one city co-operated in developing a shared geographic information system (GIS). While this research is based on an in-depth analysis of only one case, other researchers have reported similar experiences. It appears that effective use of market mechanisms in the public sector requires new orientation in IS planning and rethinking of the role of IS departments in public sector organisations.
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