International Journal of Public Sector Management: Volume 10 Issue 6

Public sector executive development in Australia: 2000 and beyond

Karen Morley, Tricia Vilkinas

Reports the beginning of a process for identifying significant skills in the recruitment, development and retention of high calibre public sector executives. Focuses on the…

Reconstructing public management: A new responsibility for the public and a case study of local government

Paul Corrigan, Paul Joyce

Argues that user involvement can provide the best basis for reforming the internal and external relationships of local government, supporting both the reinvigoration of public…

Trouble in paradise: Disintegrated strategic change within a government agency

Marie McHugh

Focusing on one of the “Next Steps” agencies, explores the difficulties which many organizations experience in relation to the process of strategy implementation. States that…

Globalization, new public management and the enabling State: Futures of police management

Stephen Cope, Frank Leishman, Peter Starie

Explores the links between processes of globalization and new public management (NPM), and examines their effects on the management of the police in particular. Assesses whether…

Oils ain’t oils!: Strategy across sectors

Peter D. Steane

Argues that strategy formulation across sectors is different. Often the use of normative approaches to strategic management that have sprung from research and experience within…

Seeking a conceptual explanation of the growth of public sector employment beyond current reform parameters

Abdul Rahman bin Idris, Derek Eldridge

Argues that the debate concerning the growth of public employment has remained largely uninformed in a conceptual sense beyond the economic variables. Suggests that the time is…