Compares managerial values, in terms of loyalty, boss, money, big companies, profit, work, job freedom, and company rules, across different sectors of enterprise by questionnaire survey: 232. Iraqi managers participated in the study. MANOVA and ANOVA tests revealed some differences among...

This study, completed in 1990 shortly before the Iraqi invasion, analyses some of the organizational and psychological determinants of employee turnover in Kuwait. The study is based on a sample size of 190 full‐time employees taken from governmental, private and shared sector organizations. A...

Provides a framework for analysing and accomplishing programme objectives, both in the public and private sectors. The framework provokes analysis beginning from what is the business of an agency to determining the appropriate mix of strategies for accomplishing programme objectives. The...

State‐Industry interface has always been a subject of debate because the role of the state in relation to industry depends on the economic philosophy adopted by a country. The two extreme economic philosophies, capitalism and socialism, have their own limitations. Once Winston Churchill...

With public services operating as monopolies, dissatisfied users cannot exit from the relation without changing patronage. Apart from exit from the region, voicing their dissatisfaction in order to influence the service offer becomes the only alternative. Industries and companies may be...

Reports that transfer of ownership from government to private hands is touted as the only way to eliminate inefficiencies in the public sector. Argues that the alternative approach ‐ increasing competitive intensity through decontrol of restricted industries without changing ownership to...

Purpose – The Egyptian banking sector has acted as an arena for multiple alliances, some of which bred crony capitalism and others acted as growth alliances. The purpose of this paper is to examine the effect of private sector advocacy in the Egyptian banking sector on macroeconomic...

The delivery of public services in developing countries is over‐centralised. One of the reasons for this is the presence of centralised decision‐making apparatus, which distances power from communities. The centralised decision making reduces accountability among public sector employees and...

During the 1990s the contract has become a key feature in the restructuring of the UK public sector. Currently available literature demonstrates an awareness that the implementation of contracting must entail new forms of management control and organizational structure which involve new patterns...