International Journal of Public Sector Management: Volume 20 Issue 3

TQM emphasizing 5‐S principles: A breakthrough for chronic managerial constraints at public hospitals in developing countries

Nimnath Withanachchi, Y. Handa, K.K.W. Karandagoda, P.P. Pathirage, N.C.K. Tennakoon, D.S.P. Pullaperuma

This study aims to evaluate an organizational development programme (TQM) that was implemented at the tertiary‐care public hospital that showed the highest total factor…

The bubble strategy: A case study of dynamic, defensible processes of change in Salford

Peter Kawalek

This paper seeks to describe a “bubble strategy” to public sector change, based on the principles that a change initiative must be defensible and supportive of an alternative…

Leading change in the South African district health service

Ken Dovey, Amy Strydom, Barbara Penderis, Peter Kemp

The paper sets out to explore the leadership processes and dynamics of change management in a fragmented, and resource‐poor, health service in an impoverished rural region in…

Strategies for achieving best value in commissioned home care

Bethan M. Davies, Paul R. Drake

This paper seeks to address the question, “How can private home care providers compete and drive their businesses forward to deliver best value to the community?” Public sector…

Comparing elected mayors

Howard Elcock, John Fenwick

The paper aims to compare the office of directly elected mayor in England, Germany and the USA. Proposing and applying a conceptual model of government, governance and allegiance…

Implementing change in a public agency: Leadership, learning and organisational resilience

Jenny Stewart, Michael O'Donnell

The article aims to investigate implementation problems arising from the introduction of a new computer system in a public agency.