International Journal of Public Sector Management: Volume 23 Issue 1


Table of contents

Lifting the veil of Maya: Measuring the implementation gap of public management reforms in Italy

Alex Turrini, Daniela Cristofoli, Greta Nasi, Isabella Soscia

The purpose of this paper is to build a working definition of public administration's management capacity (PA‐MANCAP) aiming at empirically testing the existence and size…


An institutional review of planning budgeting and monitoring in the Caribbean: Challenges of transformation

Ann Marie Bissessar

The purpose of this paper is to present an institutional overview of the budgeting systems that are employed during three major periods: pre‐1960s, post‐1960s and 1990s to…


Managing for results: lessons from public management reform in Malaysia

Noore Alam Siddiquee

The purpose of this paper is to analyse Malaysia's shift towards results‐based management in two key areas of the public service: budgeting and human resource management…


The public value of the National Audit Office

Colin Talbot, Jay Wiggan

Supreme audit institutions (SAIs) have become increasingly active in recent years in carrying out “performance audits” of various public bodies. But how does SAIs report…


Knowledge management modeling in public sector organizations: a case study

John P. Girard, Susan McIntyre

The purpose of this paper is to describe the successful use of a knowledge management (KM) model in a public sector organization.


Managerial innovations in central government: not wrong, but hard to explain

Michela Arnaboldi, Giovanni Azzone, Tommaso Palermo

The purpose of this paper is to explore the adoption of managerial innovations in the public sector, identifying the reasons why their uptake and use may fail.

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  • Prof Dr Sandra van Thiel