International Journal of Public Sector Management

Beverly Alimo‐Metcalfe; John Alban‐Metcalfe

2006 International Journal of Public Sector Management

doi: 10.1108/09513550610669167

Purpose – This paper aims to describe the development of a wholly new model of transformational leadership and its applications in practice. Design/methodology/approach – The paper provides a description of a wholly new, inclusive model of transformational leadership and the way in which it can be applied in practice, in the context of embedding good leadership within the culture of an organisation and ensuring “best practice” in 360‐degree feedback. Findings – The paper finds that the Transformational Leadership Questionnaire (TLQ)™, which is both gender‐ and ethnicity‐inclusive measure of “nearby” leadership, differs fundamentally from the kind of “heroic” models that have emanated from the USA and which have dominated the literature. Comparative data are presented of the mean scores on the TLQ, based on direct reports' ratings of their line manager, across a wide range of public sector organisations, including local government, the NHS, schools, and two central government agencies. Patterns emerge in areas of strength and developmental need, and the implications of these findings are discussed in terms of the impact of leadership behaviour and its effect on the psychological safety and well‐being at work of staff. Practical implications – The following needs are identified: ‐ to adopt a model of leadership that is relevant to the needs of organisations in the twenty‐first century; to embed good leadership practices at all levels; to ensure that, when 360‐degree feedback is given, it is done so in a way that conforms to the principles of ‘best practice’. Originality/value – The following model of “nearby” leadership that is described is relevant to leaders at all levels in public and private sector organisations. It points to the consequences of poor leadership behaviour, and the need for the adoption of a model of leadership that is relevant to the needs of the twenty‐first century.

Jane Hemsley‐Brown; Izhar Oplatka

2006 International Journal of Public Sector Management

doi: 10.1108/09513550610669176

Purpose – The purpose of this systematic review was to explore the nature of the marketing of higher education (HE) and universities in an international context. The objectives of the review were to: systematically collect, document, scrutinise and critically analyse the current research literature on supply‐side higher education marketing; establish the scope of higher education marketing; identify gaps in the research literature; and make recommendations for further research in this field. Design/methodology/approach – The approach for this study entailed extensive searches of relevant business management and education databases. The intention was to ensure that, as far as possible, all literature in the field was identified – while keeping the focus on literature of greatest pertinence to the research questions . Findings – The paper finds that potential benefits of applying marketing theories and concepts that have been effective in the business world are gradually being recognised by researchers in the field of HE marketing. However, the literature on HE marketing is incoherent, even inchoate, and lacks theoretical models that reflect upon the particular context of HE and the nature of their services. Research limitations/implications – The research field of HE marketing is still at a relatively pioneer stage with much research still to be carried out both from a problem identification and strategic perspective. Originality/value – Despite the substantial literature on the marketisation of HE and consumer behaviour, scholarship to provide evidence of the marketing strategies that have been implemented by HE institutions on the supply‐side remains limited, and this is relatively uncharted territory. This paper reviews the literature in the field, focusing on marketing strategies in the rapidly developing HE international market.

Noore Alam Siddiquee

2006 International Journal of Public Sector Management

doi: 10.1108/09513550610669185

Purpose – The present paper seeks to examine the recent changes in public management in Malaysia in relation to new public management and assess their impacts on administrative performance and service delivery. Design/methodology/approach – The scope of the paper is limited to the period of 1981 till the present date. The paper is mainly based on secondary sources of information, and it uses a combination of descriptive and analytical methods. Findings – The paper shows that although reforms are steps in the right direction, their impacts so far have been modest. Despite reforms and a few improvements they have made in service provisions, the public bureaucracy in Malaysia continues to suffer from inefficiency, corruption and a host of other problems. Originality/value – The paper shows the gap between rhetoric and reality of public management reforms in Malaysia. It is expected to be of great value to all those interested in public management – be they in academia or in policy circles.

Sandrine Cueille

2006 International Journal of Public Sector Management

doi: 10.1108/09513550610669194

Purpose – This paper aims to characterize the French public hospitals (FPHs) according to their strategic behaviour. Until recently, FPHs used to ignore strategic issues, for their mission was clearly defined by regulating authorities and their activities were quasi‐automatically funded by the latter. This situation fundamentally changed as the environment of all “health care providers” became more demanding: FPHs have now to engage in a strategic process. The paper seeks to focus on the content of FPHs' strategies, and compare our results with standard findings of the strategic management literature, notably the strategic behaviour typologies established by Miles and Snow and Zaleznik and Kets de Vries. Design/methodology/approach – A three‐stage empirical approach is conducted, mixing qualitative and quantitative methods. The measurement stage, based on a questionnaire survey realized with the support of a professional union, gathered the answers of 276 FPHs' decision‐makers, representing 51 per cent of the target population. This stage allows the formation of classes among these respondents, according to the environmental, organisational, and strategic features they describe. Findings – The results are globally consistent with Miles and Snow's and Zaleznik and Kets de Vries' typologies. This is noteworthy since they were obtained in a different context and with different methodological approaches. Research limitations/implications – This article tackles the issue of the universality of the strategic process. Practical implications – Finally, implications for policy makers and hospitals' managers are drawn from the study. Originality/value – What mostly differentiates the paper' results from the standard typologies is that FPHs can be separated according to the alliances criterion.

John Adams; Alistair Young; Wu Zhihong

2006 International Journal of Public Sector Management

doi: 10.1108/09513550610669202

Purpose – Public private partnership (PPP), which has been operating in China for over 20 years. In addition, an increased focus on value for money in the public sector has led to a need to improve the efficiency of the management, delivery and effectiveness of public services, especially at the local level. This paper aims to examines the PPP system and the problems yet to be overcome at a time when China is seeking to widen the use of PPP in sectors as yet not open to it. Design/methodology/approach – The paper examines the current PPP system in China and identifies the constraints facing it in the context of several models of bureaucracy arguing that these are as valid in China as they have been in the West. Findings – The paper argues that there are five key constraints present in the Chinese PPP system and that these are fundamentally associated with risks of various types. Practical implications – Extending PPP in China will require significant reform of public sector administration, closer supervision, transparent regulatory systems and easier access to capital for local private sector firms. Originality/value – This paper should be of interest to both academics and practitioners in the field of PPP in terms of theoretical debate, key issues and the specific prospects for PPP in China.

Margaret B. Takeda; Marilyn M. Helms

2006 International Journal of Public Sector Management

doi: 10.1108/09513550610669211

Purpose – An analysis of the way the bureaucratic management system responded to the Tsunami disaster of December 26, 2004 was repeated in handling of the aftermath of Hurricane Katrina in the USA at the end of 2005. This research note aims to follow up on the original paper “Bureaucracy meet catastrophe: analysis of the Tsunami disaster relief efforts and their implications for global emergency governance”, to be published in early 2006. It again highlights the severe shortcomings of the bureaucratic model as a paradigm for responding to situations in which the magnitude of the system's task is overwhelmingly complex and the timing process is bounded by urgency. Design/methodology/approach – Evidence of the findings for this research is driven by primary references, namely news reports and web site information provided in the aftermath of the fall 2005 hurricane. Findings – Like in the Tsunami disaster, the reports from Hurricane Katrina highlight the key problems of bureaucratic management including slow decision making, inability to absorb and process outside information, and escalation of commitment to failed courses of action. Research limitations/implications – Suggestions for future research are provided. Practical implications – It is this very requirement (absorbing and processing outside information and escalation of commitment to failed initial courses of action) which may undermine all relief efforts when such a high magnitude event occurs. Originality/value – The tragic irony of this analysis is that most emergency relief organizations of the proper size and complexity to effectively deal with “shocking” events must work within the bureaucratic systems created by large federal relief organizations (such as FEMA) as the “price” for staying in operation.