International Journal of Public Sector Management: Volume 10 Issue 3


Table of contents

Managing on the edges

Henry Mintzberg

Managing in the public sector can be characterized as “managing on the edges”, between politics and administration and between administration and operations, as well as…


Performance information and programme evaluation in the Australian public sector

James Guthrie, Linda English

Performance measurement and programme evaluation have been promoted as a central mechanism of recent Australian public sector (APS) reform. Outlines recent reforms in the…


United Nations development co‐operation as a form of international public service management

Dennis Dijkzeul

Studies the provision of development co‐operation of two UN funding agencies: UNFPA and UNICEF. Their development co‐operation is carried out in programmes that can be…


The implications of government funding for non‐profit organizations: three propositions

Helmut K. Anheier, Stefan Toepler, S. Wojciech Sokolowski

While the state dependency thesis seems widely accepted among students of the German non‐profit sector, there is surprisingly little research that has systematically…


Patterns of governance in local public spending bodies

Alan Greer, Paul Hoggett

Presents initial findings from research undertaken in 1996 for the Joseph Rowntree Foundation into the internal governance of further education corporations, housing…


Administrative reform in Austria: public administration management as an organizational development process

Franz Strehl, Ulrike Hugl

Presents a theoretically based practical example of an organizational development process in the Austrian public administration from 1987 to 1994/95. Discusses a large…

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Emerald Publishing Limited

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  • Prof Dr Sandra van Thiel