1. Introduction. 2. Culture change. a) The public sector: a need for cultural reform?. 3. Culture change management at "steppers". a) Research background. 4. A change of culture?. 5. Empowerment. 6. The role of human resource development. 7. The role of personal management. 8. Middle managers. 9. The "rank and file". 10...

1. Introduction. 2. Culture change. a) The public sector: a need for cultural reform?. 3. Culture change management at "steppers". a) Research background. 4. A change of culture?. 5. Empowerment. 6. The role of human resource development. 7. The role of personal management. 8. Middle managers. 9. The "rank and file". 10 Conclusions.

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I. INTRODUCTION. II. THE AUDIT COMMISSION AND NEW PUBLIC MANAGEMENT. III. AUDIT AND ACCOUNTABILITY IN LOCAL GOVERNMENT. IV. THE AUDIT COMMISSION AS A REGULATOR. V. THE CREATION OF AN INDEPENDENT EXPERT. VI. THE AUDIT COMMISSION AS AN OPINION FORMER. VII. THE AUDIT COMMISSION AS A MEDIATOR. VIII. THE BEST VALUE REGIME AND THE COMPREHENSIVE...

I. INTRODUCTION. II. THE AUDIT COMMISSION AND NEW PUBLIC MANAGEMENT. III. AUDIT AND ACCOUNTABILITY IN LOCAL GOVERNMENT. IV. THE AUDIT COMMISSION AS A REGULATOR. V. THE CREATION OF AN INDEPENDENT EXPERT. VI. THE AUDIT COMMISSION AS AN OPINION FORMER. VII. THE AUDIT COMMISSION AS A MEDIATOR. VIII. THE BEST VALUE REGIME AND THE COMPREHENSIVE PERFORMANCE ASSESSMENT. IX. CONCLUSION.

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1. Introduction. 2. Background. 3. The operationalìstrategy: conception and objectives. 4. The operationalìstrategy: proposals. 5. Operational strategy: developmentìand implementation. 6. Broad indicators of performance. 7.ìSuccess for failure?. 8. Causes for concern. 9. Summary soìfar: the isolation of information technology?. 10. Theìfuture...

1. Introduction. 2. Background. 3. The operationalìstrategy: conception and objectives. 4. The operationalìstrategy: proposals. 5. Operational strategy: developmentìand implementation. 6. Broad indicators of performance. 7.ìSuccess for failure?. 8. Causes for concern. 9. Summary soìfar: the isolation of information technology?. 10. Theìfuture of information technology and Public Administration.

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1. Introduction. 2. Motivations for Multi-Organizational Partnerships. 3. Conceptualizing Multi-Organizational Partnerships. a) Interagency relationships: competition and collaboration. b) Inter-agency relationships as modes of governance. c) Partnerships and plural modes of governance. 4. Partnership Life Cycles and Modes of Governance. a)...

1. Introduction. 2. Motivations for Multi-Organizational Partnerships. 3. Conceptualizing Multi-Organizational Partnerships. a) Interagency relationships: competition and collaboration. b) Inter-agency relationships as modes of governance. c) Partnerships and plural modes of governance. 4. Partnership Life Cycles and Modes of Governance. a) Pre-partnership collaboration. b) Partnership creation and consolidation. c) Partnership programme delivery. d) Partnership termination and succession. 5. Conclusion. 6. Notes. 7. References.

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1. The initial phase and the interministerialprivatizacion committee (IPC). 2. The politics of the 1991privatization law. 3. Voluntarism and the lack of priorexposure. 4. Uninvolved: the role of public bureaucracy. 5.Policy overload and the problem of human resources. 6."Thast's how it is because that's how it is: cavalierministers...

1. The initial phase and the interministerialprivatizacion committee (IPC). 2. The politics of the 1991privatization law. 3. Voluntarism and the lack of priorexposure. 4. Uninvolved: the role of public bureaucracy. 5.Policy overload and the problem of human resources. 6."Thast's how it is because that's how it is: cavalierministers and contempt for detail. 7. Undermining centralized control: overlapping authorities, bureaucraticcomplications and departmental patriotism. 8. Cabinetdivided and the role of the prime minister. 9. Inconclusion: the elusiveness of statist effectiveness.

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1. Introduction. 2. A resource-based view. a) Origins, definition and concept. b) Linking the resource-based view to public sector organizations. 3. The financial performance of the local authorities in Israel. a) The state of finance of the local authorities in Israel. b) The structure of the local government finance in Israel. c) Perspectives...

1. Introduction. 2. A resource-based view. a) Origins, definition and concept. b) Linking the resource-based view to public sector organizations. 3. The financial performance of the local authorities in Israel. a) The state of finance of the local authorities in Israel. b) The structure of the local government finance in Israel. c) Perspectives on a local government's state of finance. 4. Core resource-based systems of local authorities. a) The customer-oriented system. b) The human resource system. c) The organizational culture system. 5. Conclusion.

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This paper offers a critique of the concept of governance as networks. Using the complementary concept of regime governance, it argues that networks are not the primary mode of governance in the politics of urban regeneration in the UK. Drawing on primary and secondary material, it is argued that Central Government is becoming more influential...

This paper offers a critique of the concept of governance as networks. Using the complementary concept of regime governance, it argues that networks are not the primary mode of governance in the politics of urban regeneration in the UK. Drawing on primary and secondary material, it is argued that Central Government is becoming more influential in the local policy arena. In the "mix" of market, hierarchy and network, hierarchy is more pervasive than network. It is therefore argued that partnerships should be treated as a distinct mode of governance. These conclusions demostrate that despite the fashion for copying urban policies from the USA, local politics in the UK remain very different. Ironically, the transfer of policies developed in the USA has tended to entrench divergent practices and outcomes. The UK does not, therefore, appear to be moving towards the US model of regime politics. It is concluded that the partnership and network/regime models of governance should be subjected to rigorous comparative studies.

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