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Survey evidence is used to identify the perceptions of management development held by operating managers and corporate human resource managers in New Zealand companies. The results show that global business changes have affected New Zealand managers in significant ways and that, in response, companies are turning increasingly to in‐house development targeted at middle and supervisory level managers. Operating managers reveal that they have been unprepared for some of the consequences of the recent deregulation of the economy. There are useful suggestions for management developers, in particular with regard to the content and delivery of management education.

The purpose of this paper is to provide an evaluation of public sector research in the 1998–2018 period.

The paper uses the extant literature of this era to study the theorisation of, and the findings of, public sector research.

This is a vibrant field of a study in a wide range of study settings and with many interdisciplinary studies. The influence of new public management is pervasive over this period. There are numerous instances of innovations in study settings, in key findings and the approach taken by investigators.

This is not a comprehensive review of all literature in this period.

This study also explored the relevance of academic research of this era to policymaking by governments.

This paper offers a distinctive critique of theorisation of public sector accounting research. It reveals the dominant theoretical reference points in use during this period and observes the increasing tendency for theoretical pluralism to investigate complex study settings.