Purpose – The purpose of this paper is to explore the level of e‐government adoption in small Italian municipalities, in coherence with the action plans suggested by the main National Institution on the subject. Design/methodology/approach – The following setting is used: of 8,101 Italian...

Purpose – The purpose of this paper is to explore the adoption of managerial innovations in the public sector, identifying the reasons why their uptake and use may fail. Design/methodology/approach – The problem is investigated empirically through a case study approach. The change processes...

Purpose – The purpose of this paper is to examine critically private (for profit), public and not‐for‐profit sector management strategies with a focus to assess and enhance organizational capacity building through cross‐sector collaboration. This topic is considered from both a...

Action learning is an exciting concept that has spread around the world following pioneering work by Professor Reg Revans who introduced the process after the Second World War. It is an on‐the‐job learning programme that enables managers in groups from diverse organisational backgrounds to...

The article attempts to assess the impact of party change on budgetary output in three Local Authorities in the UK. An examination is also made of the impact that central government policy may have on local government spending. Party change and central government policy are found to have an...

In the 1990s, demands for change in public organizations are reaching new and unfamiliar levels. The continuing fiscal crisis and widespread disenchantment with governing institutions suggest that traditional change practices that gradually adapt public organizations to their environment are...

Change, enterprise and external funding are major factors in public sector management in many parts of the world. The situation facing managers in the British education system is no exception. In both a personal and a professional sense, many lecturers are being asked to become more...

In January 1989, the Overseas Development Administration (ODA) started a three‐year, institution‐building project for Malawi′s three city councils. Discusses how it became apparent in Lilongwe that the project′s traditional notions of institution building were limited, and how its...

Reports on the introduction of marketing concepts into the Queensland Department of Primary Industries, in 1988‐89, using workshops, luncheon seminars, newsletters and the establishment of an entrepreneur′s network. Two years later, interviews were conducted within two branches of the...

Outlines some of the dramatic changes which have had an impact on public sector organizations in the United Kingdom, and the likely effects for employees. Argues that enhanced demands which have accompanied these changes create a cumulative spiral of pressures for organization members, rendering...