International Journal of Public Sector Management: Volume 25 Issue 3

Using the balanced scorecard to manage performance in public sector organizations: Issues and challenges

Deryl Northcott, Tuivaiti Ma'amora Taulapapa

This paper aims to examine the use of the balanced scorecard (BSC) as a performance management tool in the public sector. Drawing on a New Zealand study of local government…

New public management, accounting, regulators and moral panics

Bill Lee

Accounting and regulators are an integral part of new public management (NPM) across public sectors. This article aims to look at one of their potential drawbacks by investigating…

Public procurement vs private purchasing: Is there any foundation for comparing and learning across the sectors?

Jan Stentoft Arlbjørn, Per Vagn Freytag

Compared with the private sector, the public sector's procurement process differs in several respects. The purpose of this paper is to analyze the possibility for mutual learning…

Political management and local performance: a testing relationship?

John Fenwick, Karen Johnston Miller

Reform of local political management continues to be part of the international agenda for change as governments seek to create the conditions for better performance in local…

Proposed scholarly research agenda for transforming Malaysia into a model developing nation

John Antony Xavier, Zafar U. Ahmad

The purpose of this paper is to examine the dynamics of Malaysia's new economic model (NEM) formulated to achieve Malaysia's aspiration to become a high‐income nation by 2020…