International Journal of Public Sector Management: Volume 9 Issue 2

Reluctant enablers: Competition in local government in Ireland and the UK

Stephanie Snape, John Fenwick

During the last 15 years, local authorities in many OECD countries have been introducing competition for the provision of services, placing less emphasis on the direct provision…

Public and private organizations in Latin America: a comparison of reward preferences

Monteze M. Snyder, Joyce Osland

Compares Latin American graduate students in management with work experience in government and business. Explores similarities and differences in work‐related incentives between…

Public sector reform and the long‐term public servant

Susan Dann

Since the 1970s public services throughout the world have undergone significant reforms in terms of structure and personnel practices. In Australia these reforms have concentrated…

The public sector entrepreneur ‐ a definition

Inger Boyett

Since the early 1980s there have been fundamental changes in the structure and management of the UK public sector, based on the introduction of quasi‐markets. The literature…

Management development in a Dutch Ministry: Getting things started

Hubert W.N. Schrijver, Alex H. Vermeulen

The Dutch Ministry of VROM (Housing, Physical planning and Environment) employs more than 4,000. Discusses its progressive track record over recent years on organization and…

Managing risk in public services: A review of the international literature

Jeremy Vincent

Claims that the small but steady growth in discussion in academic circles of aspects of risk taking and risk management, as they affect public services managers generally, which…

Executive pay, accountability, and Training and Enterprise Councils

Royce Turner

Examines accountability in training and enterprise councils and uses executive pay as an example of changing mechanisms and values. Discusses a number of issues crucial to public…