Changing faces of the public sector: Guiding principles reveal their worth

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This review is based on “Implementing change in public sector organizations,” by J. Barton Cunningham and James S. Kempling. Some points made here about the principles behind organizational change might seem to be spelled out excessively, but there some useful observations about the public sector, its dependency on other agencies, and how obstacles to change can be surmounted.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2010), "Changing faces of the public sector: Guiding principles reveal their worth", Development and Learning in Organizations, Vol. 24 No. 3, pp. 31-33. https://doi.org/10.1108/14777281011037290