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Much of the research on the theory and practice of organisational transformation has been conducted in private sector organisations. The public sector, particularly in Britain, has by contrast received scant attention. This paper contributes towards remedying this gap by reporting on research conducted into organisational transformation within one British local authority. This research considers how the whole organisation of the local authority developed and changed over a 13 year period (1974–1987). It also provides detailed case studies of change in the areas of housing decentralisation and community development.

The Institute for Local Government is a research and knowledge exchange partnership which was established to facilitate collaboration between some of the North East’s major public sector institutions and its academic community drawn from the region’s Universities.

This chapter presents a summary and reflection on its roles, activities, funding, outputs and outcomes, operational experience, the problems of long-term sustainability and the lessons that can be drawn from this pioneering initiative in the North East throughout the last decade and the implications for the next decade.

Building on the concept of “impact literacy” established in a previous paper from Bayley and Phipps, here we extend the principles of impact literacy in light of further insights into sector practice. More specifically, we focus on three additions needed in response to the sector-wide growth of impact: (1) differential levels of impact literacy; (2) institutional impact literacy and environment for impact; and (3) issues of ethics and values in research impact. This paper invites the sector to consider the relevance of all dimensions in establishing, maintaining and strengthening impact within the research landscape. We explore implications for individual professional development, institutional capacity building and ethical collaboration to maximise societal benefit.

In the United Kingdom under the New Labour government from 1997 to 2010, there was a shift of power away from local towards central government, leading to a situation in which the role of public service organisations could appear to be mainly implementing priorities set by central government and complying with national standards, enforced through the setting of targets and the use of performance management frameworks. The key performance management systems, and the standards within them, became increasingly focused on outcomes, defined as the results that services produce that have an impact on the lives of service users and citizens – the benefits of the service rather than the volume or quality of the outputs (Willis & Bovaird, 2011).

Since the 1980s UK government enthusiasm for market reforms has reconfigured the nature and scope of public services. Initially the marketisation of public services changed how public services were provided, increasingly market reforms and pro business policies have also modified the formation and understanding of public policy problematics and how they ought to be resolved. This is particularly noticeable when markets work imperfectly or even fail. UK governments have shown their reluctance to employ regulatory instruments to change the behaviour of companies preferring instead to make use of softer interventions, by focusing on providing advice for consumers and urging individuals to act responsibly. The dilemmas of this approach are explored by discussing the UK's former Labour government's (1997–2010) response to the increase in the incidence of obesity and related health complications.

The horizons ring me like faggots Tilted and disparate, and always unstable. Touched by a match, they might warm me, And their fine lines singe The air to orange (Plath, 1977).I first read Sylvia Plath’s ‘Wuthering Heights’ almost twenty years ago, when I taught it as part of a poetry anthology. I am a keen walker, and I have often repeated these lines to myself when out walking, to encourage myself over particularly difficult terrain. At times, I have wondered why Sylvia Plath, an American, had written a poem entitled ‘Wuthering Heights’. It was only this year, when I read Sylvia Plath’s Letters Home (Plath, 1999) and Elaine Feinstein’s biography (Feinstein, 2001) of Plath’s husband Ted Hughes, that I realized that Ted Hughes’ family lived near Wuthering Heights. In short, to enrich my understanding of the poem, I needed biographical detail.

This article from the NHS Clinical Governance Support Team (NCGST) outlines the development of quality concerns since the NHS was founded in 1948. It traces the development of clinical governance as a means of achieving continuous quality improvement and describes what the implementation of clinical governance means for patients and professionals. It analyses features of the cultural shift necessary to underpin quality improvement initiatives and describes with practical examples the constituents of the culture necessary for successful clinical governance. Future articles in this series will address other issues around clinical governance and will explain the model being followed by delegates to the NCGST’s Clinical Governance Development Programme as they implement clinical governance “on the ground”.

When managers are faced with making a decision about what to do in a particular situation, do they base that decision on findings from research? This research paper seeks to report on qualitative and quantitative research which examined school principals' perceptions of barriers to the use of research.

To facilitate a comparison the qualitative and quantitative study was conducted simultaneously in two countries, i.e. England and Israel, using individual and group interviews, and the Barriers Scale survey instrument.

The results of tests indicated that factors associated with the research itself (e.g. relevance and access), were significant barriers to research use for principals from both countries (compared with factors associated with the setting, the presentation of research, and the individual).

The authors acknowledge some limitations with respect to equivalence across cultures, particularly functional and contextual (e.g. political) equivalence.

The paper concludes that multiple strategies would be required to address a number of issues related to the dissemination of research and ways of addressing the gap between the aims of researchers, and the needs and expectations of practitioners.

The topic is timely, and a comparative approach is particularly useful in any social area, especially in public school management.