Based on a short analysis of the underlying ideas of state and administrative reform, conceptual schemes of self‐management as instruments for public‐sector reforms are analysed. If self‐management is to become part of organisational innovation, decision‐makers will need to be well‐informed about its capacity to improve organisational effectiveness and efficiency. Yet, self‐management research is hampered by a lack of conceptual clarity and by an analysis of its functions in different organisational settings. Its application proves to be insignificant whenever underlying assumptions are not fully applicable.
Conrad, P. (2008), "Self‐management as an Instrument for Public‐sector Reform: Its Prerequisites and Repercussions", International Journal of Leadership in Public Services, Vol. 4 No. 4, pp. 4-10. https://doi.org/10.1108/17479886200800032Download as .RIS
Emerald Group Publishing Limited
Copyright © 2008, Emerald Group Publishing Limited