International Journal of Public Sector Management: Volume 10 Issue 7

Introducing system contradiction to effect change in the public sector: A New Zealand case study

Stewart Lawrence, Bill Doolin

The purpose of this paper is twofold. The first part introduces a theoretical argument from Giddens to help explain the way in which accounting systems and systems of…

Whole system development ‐ rethinking public service management

David Wilkinson

Pressure for reform and change in the public services will continue irrespective of the political composition of governments. There are many interrelated pressures for change…

Leadership, learning and local democracy: Political dimensions of the strategic management of change

Steve Martin

Draws upon detailed empirical work undertaken with elected members and senior officers from a sample of 30 UK local authorities. Its focus is on the ways in which authorities have…

Budgetary guidelines and fiscal performance in Hong Kong

Shu‐hung Tang

The Hong Kong government emphasizes very much the importance of achieving the “financial stability” objective, and has been very successful in controlling expenditure growth and…

Democratic decentralization and central/provincial/local relations in South Africa

P.S. Reddy, T. Sabelo

Local government is the second or third tier of government deliberately created to bring government to the grassroots population, as well as give its members a sense of…