To read the full version of this content please select one of the options below:

Organisational culture in the public sector: evidence from six organisations

Rachel Parker (School of Management, Queensland University of Technology, Brisbane, Australia)
Lisa Bradley (School of Management, Queensland University of Technology, Brisbane, Australia)

International Journal of Public Sector Management

ISSN: 0951-3558

Article publication date: 1 April 2000

Abstract

A process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post‐bureaucratic organisational culture. However, there remains a limited empirical understanding of culture in public organisations. Contributes to an understanding of organisational culture in the public sector through survey research that analyses culture by reference to the competing values of internal/external orientation and control/flexibility. Focuses on six organisations in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and productivity. Suggests, however, that public sector organisations continue to emphasise the values of a bureaucratic or hierarchical organisational culture.

Keywords

Citation

Parker, R. and Bradley, L. (2000), "Organisational culture in the public sector: evidence from six organisations", International Journal of Public Sector Management, Vol. 13 No. 2, pp. 125-141. https://doi.org/10.1108/09513550010338773

Publisher

:

MCB UP Ltd

Copyright © 2000, MCB UP Limited