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Article: Public management reform in the UK and its consequences for professional organization: A comparative analysis

TitlePublic management reform in the UK and its consequences for professional organization: A comparative analysis
Authors
Issue Date2007
PublisherWiley-Blackwell Publishing Ltd. The Journal's web site is located at http://www.wiley.com/bw/journal.asp?ref=0033-3298
Citation
Public Administration, 2007, v. 85 n. 1, p. 9-20 How to Cite?
AbstractIt is often assumed in the literature on public management reforms that radical changes in values, work and organization have occurred or are under way. In this paper our aim is to raise questions about this account. Focusing on three services in the UK, each dominated by organized professions - health care, housing, and social services - significant variations in the effectiveness of reforms are noted. The available research also suggests that these outcomes have been inversely proportional to the efforts expended on introducing new management practices. The most radical changes have been in housing, where, paradoxically, successive UK governments focused least attention. By contrast, in health and social services, management restructuring has been less effective, despite the greater resources devoted to it. This variation is attributed to professional values and institutions, against which reforms were directed, and the extent to which different groups became locked either into strategies of resistance or accommodation. © Blackwell Publishing Ltd. 2007.
Persistent Identifierhttp://hdl.handle.net/10722/89756
ISSN
2015 Impact Factor: 1.922
2015 SCImago Journal Rankings: 1.460
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorAckroyd, Sen_HK
dc.contributor.authorKirkpatrick, Ien_HK
dc.contributor.authorWalker, RMen_HK
dc.date.accessioned2010-09-06T10:01:25Z-
dc.date.available2010-09-06T10:01:25Z-
dc.date.issued2007en_HK
dc.identifier.citationPublic Administration, 2007, v. 85 n. 1, p. 9-20en_HK
dc.identifier.issn0033-3298en_HK
dc.identifier.urihttp://hdl.handle.net/10722/89756-
dc.description.abstractIt is often assumed in the literature on public management reforms that radical changes in values, work and organization have occurred or are under way. In this paper our aim is to raise questions about this account. Focusing on three services in the UK, each dominated by organized professions - health care, housing, and social services - significant variations in the effectiveness of reforms are noted. The available research also suggests that these outcomes have been inversely proportional to the efforts expended on introducing new management practices. The most radical changes have been in housing, where, paradoxically, successive UK governments focused least attention. By contrast, in health and social services, management restructuring has been less effective, despite the greater resources devoted to it. This variation is attributed to professional values and institutions, against which reforms were directed, and the extent to which different groups became locked either into strategies of resistance or accommodation. © Blackwell Publishing Ltd. 2007.en_HK
dc.languageengen_HK
dc.publisherWiley-Blackwell Publishing Ltd. The Journal's web site is located at http://www.wiley.com/bw/journal.asp?ref=0033-3298en_HK
dc.relation.ispartofPublic Administrationen_HK
dc.titlePublic management reform in the UK and its consequences for professional organization: A comparative analysisen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=0033-3298&volume=85&issue=1&spage=9&epage=26&date=2007&atitle=Public+Management+Reform+in+the+UK+and+its+Consequences+for+Professional+Organization:+A+Comparative+Analysisen_HK
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_HK
dc.identifier.authorityWalker, RM=rp00876en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1111/j.1467-9299.2007.00631.xen_HK
dc.identifier.scopuseid_2-s2.0-33847770519en_HK
dc.identifier.hkuros136675en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-33847770519&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume85en_HK
dc.identifier.issue1en_HK
dc.identifier.spage9en_HK
dc.identifier.epage20en_HK
dc.identifier.isiWOS:000245628400002-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridAckroyd, S=6602454216en_HK
dc.identifier.scopusauthoridKirkpatrick, I=6603852289en_HK
dc.identifier.scopusauthoridWalker, RM=7404929478en_HK
dc.identifier.citeulike1147100-

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