Public Management Review

2001 - 2016

Current editor(s): Professor Stephen P. Osborne, Jenny Harrow and Tobias Jung

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Volume 4, issue 4, 2002

The Government Service Delivery Project: A Case Study of the Push and Pull of Central Government Coordination pp. 439-459

Robyn Keast and Kerry Brown

Gendering and Gender in Public Service Organizations: Changing Professional Identities Under New Public Management pp. 461-484

Annette Davies and Robyn Thomas

Qualitative Comparative Analysis and Public Services Research: Lessons from an Early Application pp. 485-504

Martin Kitchener, Malcolm Beynon and Charlene Harrington

Modernization, Neighbourhood Management and Social Inclusion pp. 505-528

Helen Sullivan

The Private Finance Initiative: Has the Accounting Standards Board Reduced the Scheme's Value for Money? pp. 529-547

Robert Kirk and Anthony Wall

Managerial Values and Rationality in the UK National Health Service pp. 549-579

Alistair Hewison

From Theory to Practice: Policy Analysis, Cultural Bias and Organizational Arrangements pp. 581-591

Iris Geva-May

Volume 4, issue 3, 2002

Comparative Perspectives on Modernizing Local Governance pp. 271-274

Kate McLaughlin and György Jenei

Comparative Studies in Public Administration and Public Policy pp. 275-290

Iris Geva-May

The Modernization of UK Local Government: Markets, Managers, Monitors and Mixed Fortunes pp. 291-307

Steve Martin

Trajectories for Modernizing Local Governance: Revisiting the Flanders Case pp. 309-342

Geert Bouckaert, Wouter van Dooren, Bram Verschuere, Joris Voets and Ellen Wayenberg

Modernizing Public Healthcare Governance in Hong Kong: A Case Study of Professional Power in the New Public Management pp. 343-365

Anthony B. L. Cheung

Modernizing Local Governance in a Transitional Nation: Evaluating the Hungarian Experience pp. 367-386

György Jenei and Ákos Szalai

Local Government Modernization: UK and Comparative Analysis from an Organizational Perspective pp. 387-404

Jean Hartley, Michael J. R. Butler and John Benington

Lesson Drawing from the International Experience of Modernizing Local Governance pp. 405-410

Kate McLaughlin

Finding a Bowling Partner: The Role of Stakeholders in Activating Civil Society in Germany, Spain and the United Kingdom pp. 411-431

Tony Bovaird, Elke Löffler and Salvador Parrado-Díez

Volume 4, issue 2, 2002

Public-Private Partnerships: A UK case study pp. 133-147

Nicholas Deakin

Governing Networks in the Hollow State: Contracting out, process management or a combination of the two? pp. 149-165

Erik-Hans Klijn

Slack in the Public Sector: A comparative analysis of a private and a public enterprise for refuse collection pp. 167-186

Tor Busch and Ove Gustafsson

Reshaping Community Mental Health Services in a Restructured State: New Zealand 1984-97 pp. 187-208

Pauline Barnett and Susan Newberry

The Commissioning Process in the NHS: The theory and application pp. 209-229

Sue Dopson and Louise Locock

Does Privatization Matter? Liberalization and regulation: The case of European electricity pp. 231-256

Christophe Genoud and Frédéric Varone

The Non-Profit Sector, Government and Business: Partners in the dance of change - an Irish perspective pp. 257-264

Treasa Hayes

Volume 4, issue 1, 2002

Lessons from the health sector for public management pp. 1-1

Stephen P. Osborne

From 'Market Umpires' yo 'Relationship Managers'? The future of the NHS regional offices in a time of transition pp. 3-22

Beth Kewell, Chris Hawkins and Ewan Ferlie

Pathology Services as a Pilot for the Market-led Control of Health Resources in New Zealand pp. 23-43

Necia France, John F. Smith and Stewart Lawrence

Closing the Gap Between Research and Practice in Health: Lessons from a clinical effectiveness initiative pp. 45-61

Rebecca Surender, Louise Locock, David Chambers, Sue Dopson and John Gabbay

Public Values Lost? Comparing cases on contracting out from Denmark and the United States pp. 63-81

Torben Beck Jørgensen and Barry Bozeman

Strategic Management in Hybrid Organizations pp. 83-99

Cisca Joldersma and Vijco Winter

Good, Better, Best? Inter-organizational learning in a network of local authorities pp. 101-118

Jean Hartley and Maria Allison

Volume 3, issue 4, 2001

Public management reform. A case for national divergence or global convergence? pp. 451-451

Stephen P. Osborne

GLOBALIZATION AND CORRUPTION CONTROL IN ASIAN COUNTRIES: The case for divergence pp. 453-470

Jon S. T. Quah

CLARIFYING CONVERGENCE. Striking similarities and durable differences in public management reform pp. 471-492

Christopher Pollitt

SERVICE CHARTERS - GLOBAL CONVERGENCE OR NATIONAL DIVERGENCE? A comparison of initiatives in Australia, the United Kingdom and the United States pp. 493-524

Linda McGuire

INNOVATION IN A REGULATED SERVICE: The case of English housing associations pp. 525-550

Richard M. Walker and Emma Jeanes

DETERMINANTS OF PUBLIC PENSION PLAN INVESTMENT RETURN. The role of fund value maximization and public choice theory pp. 551-573

Marguerite Schneider and Fariborz Damanpour

COMPETITION AND SAFETY IN UK LOCAL AUTHORITIES. An empirical study pp. 575-592

John Hood

BUILDING PUBLIC-PRIVATE PARTNERSHIPS: Assessing and managing risks in port development pp. 593-616

Hans Van Ham and Joop Koppenjan

PERFORMANCE-RELATED PAY FOR TEACHERS: An examination of the underlying objectives and its application in practice pp. 617-625

Gillian Forrester

Volume 3, issue 3, 2001

Towards a post-new public management agenda pp. 297-303

Charles Polidano and David Hulme

Performance Contracting In Practice: Experience and lessons from the water sector in Ghana pp. 305-324

George Larbi

The New Public Selection? Anti-corruption, psychometric selection and the new public management in Nepal pp. 325-343

Willy McCourt

Why Civil Service Reforms Fail pp. 345-361

Charles Polidano

Hybrid Forms Of Accountability: Citizen engagement in institutions of public-sector oversight in India pp. 363-383

Anne Marie Goetz and Rob Jenkins

Political Underdevelopment: What causes ‘bad governance’ pp. 385-418

Mick Moore

Constructive Pressures And Incentives To Reform: Globalization and its impact on public sector performance and governance in developing countries pp. 419-443

Harald Fuhr

Volume 3, issue 2, 2001

A HEURISTIC FRAMEWORK FOR ACCOUNTABILITY OF GOVERNMENTAL SUBUNITS pp. 145-165

Gary M. Cunningham and Jean E. Harris

EVALUATING THE IMPACT OF LEGAL CHANGE ON NON-PROFIT AND FOR-PROFIT ORGANIZATIONS - The case of the Israeli longterm care insurance law pp. 167-189

Hillel Schmid

GLOBALIZATION AND ADMINISTRATIVE REFORM: - What is happening in theory? pp. 191-208

Laurence E. Lynn

‘CAPACITY BUILDING’ AS A PUBLIC MANAGEMENT GOAL - Myth, magic or the main chance? pp. 209-230

Jenny Harrow

DOCTORS AS MANAGERS - New Public Management in a New Zealand hospital pp. 231-254

Bill Doolin

POLICY MAKING FOR INDUSTRIAL COMPETITIVENESS IN PORTUGAL - Patterns of change in a traditional bureaucracy pp. 255-269

Joaquim Filipe Ferraz Esteves De Araújo

PUBLIC MANAGEMENT REFORM UNDER STRESS - The Ukrainian civil service experience pp. 271-280

Stephen E. Condrey, Kelly Purvis and Svitlana S. Slava

REFORMING HEALTH AND SOCIAL SERVICES IN POLAND - An overview pp. 281-293

Krystyna Piotrowska-Marczak and Krystyna Kietlińska

Volume 3, issue 1, 2001

From Public Management to Public Management Review. A new name for a new millennium pp. 1-1

Stephen P. Osborne

INNOVATION, SUCCESS AND FAILURE IN PUBLIC MANAGEMENT RESEARCH: Some methodological reflections pp. 3-17

Sandford Borins

SPATIAL EQUITY AND PUBLIC SERVICES: An empirical analysis of local government finance in England pp. 19-34

George Boyne, Martin Powell and Rachel Ashworth

MANAGEMENT OF TELECOMMUNICATIONS SERVICE PROVISION: An analysis of the Tele Danmark company 1990--8 pp. 35-52

Carsten Greve and Kim Viborg Andersen

A THEORY OF GOVERNING THE PUBLIC'S BUSINESS: Redesigning the jobs of boards, councils, and commissions pp. 53-72

John Carver

NEW PUBLIC MANAGEMENT: The effects of contractualism and devolution on political control pp. 73-94

Tom Christensen and Per Lægreid

‘RESILIENCE’ IN ORGANIZATIONAL ACTORS AND REARTICULATING ‘VOICE’: Towards a humanistic critique of New Public Management pp. 95-119

Margaret H. Vickers and Alexander Kouzmin

HAS CANADA ADOPTED THE NEW PUBLIC MANAGEMENT? pp. 121-130

Eleanor D. Glor

THE CHANGING ROLE OF LOCAL GOVERNMENT UNDER A DECENTRALIZED STATE: The case of the Philippines pp. 131-139

Perla E. Legaspi

NOTES ON CONTRIBUTORS pp. 141-144

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