International Journal of Public Sector Management: Volume 11 Issue 1


Table of contents

Stakeholders views of management development as a cultural change process in the Health Service

Graeme Currie

Illustrates the failure of a competence‐based management development programme in a hospital trust to achieve organisational objectives. The approach and content of the…

Reforming public management in Ukraine: Toward a university‐based public service delivery model

Stephen E. Condrey

Ascertains the viability of adapting the American university‐based public service concept to countries of the former Soviet Union. Toward this end, a heuristic model is…


The selection of management consultants: How are governments dealing with this difficult decision? An exploratory study

Jan Corcoran, Fiona McLean

Although the public sector has become a major employer of management consultants, no research has previously been undertaken to investigate the purchase of management…


Do universities that are more market orientated perform better?

Albert Caruana, B. Ramaseshan, Michael T. Ewing

Amid rapid changes in the tertiary education sector witnessed in recent years, issues such as performance and accountability are becoming increasingly important. Among…


Devolving gender management in the public sector: opportunity or opt‐out?

Marilyn McDougall

Explores the implications for gender equality of a decentralized organizational structure in which the key element is devolved responsibility to line managers. Asks…

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Emerald Publishing Limited

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  • Prof Dr Sandra van Thiel