TY  - JOUR
AB  - Examines the impact of compulsory competitive tendering on the
management of UK local government. The changing managerial skills
required under conditions of competition are considered alongside
overall changes in the role of local government. Drawing directly from
the authors′ recent research study, the “three Cs” of local
authority management are identified: the client‐side, the contractor,
and the corporate manager. Considers the characteristics of each in
turn, before a general review of the implications for a
“new” public management. Concludes that there has been a
fundamental diversification in the needs of (and skills required of)
local authority managers in a competitive environment. This may be
moving UK local government either towards greater efficiency or towards
a fragmentation of its central activities.
VL  - 7
IS  - 6
SN  - 0951-3558
DO  - 10.1108/09513559410070533
UR  - https://doi.org/10.1108/09513559410070533
AU  - Fenwick John
AU  - Shaw Keith
AU  - Foreman Anne
PY  - 1994
Y1  - 1994/01/01
TI  - Managing Competition in UK Local Government: The Impact of
Compulsory Competitive Tendering
T2  - International Journal of Public Sector Management
PB  - MCB UP Ltd
SP  - 4
EP  - 14
Y2  - 2024/04/20
ER  -