International Journal of Public Sector Management: Volume 25 Issue 3

Subject:

Table of contents

Using the balanced scorecard to manage performance in public sector organizations: Issues and challenges

Deryl Northcott, Tuivaiti Ma'amora Taulapapa

This paper aims to examine the use of the balanced scorecard (BSC) as a performance management tool in the public sector. Drawing on a New Zealand study of local…

14218

New public management, accounting, regulators and moral panics

Bill Lee

Accounting and regulators are an integral part of new public management (NPM) across public sectors. This article aims to look at one of their potential drawbacks by…

2223

Public procurement vs private purchasing: Is there any foundation for comparing and learning across the sectors?

Jan Stentoft Arlbjørn, Per Vagn Freytag

Compared with the private sector, the public sector's procurement process differs in several respects. The purpose of this paper is to analyze the possibility for mutual…

9180

Political management and local performance: a testing relationship?

John Fenwick, Karen Johnston Miller

Reform of local political management continues to be part of the international agenda for change as governments seek to create the conditions for better performance in…

992

Proposed scholarly research agenda for transforming Malaysia into a model developing nation

John Antony Xavier, Zafar U. Ahmad

The purpose of this paper is to examine the dynamics of Malaysia's new economic model (NEM) formulated to achieve Malaysia's aspiration to become a high‐income nation by…

2454
Cover of International Journal of Public Sector Management

ISSN:

0951-3558

Online date, start – end:

1988

Copyright Holder:

Emerald Publishing Limited

Open Access:

hybrid

Editor:

  • Prof Dr Sandra van Thiel