Organisational culture in the public sector: evidence from six organisations

Organisational culture in the public sector: evidence from six organisations A process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post-bureaucratic organisational culture. However, there remains a limited empirical understanding of culture in public organisations. Contributes to an understanding of organisational culture in the public sector through survey research that analyses culture by reference to the competing values of internal/external orientation and control/flexibility. Focuses on six organisations in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and productivity. Suggests, however, that public sector organisations continue to emphasise the values of a bureaucratic or hierarchical organisational culture. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Organisational culture in the public sector: evidence from six organisations

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513550010338773
Publisher site
See Article on Publisher Site

Abstract

A process of organisational change has accompanied managerial reforms in the public sector and is oriented towards the development of a post-bureaucratic organisational culture. However, there remains a limited empirical understanding of culture in public organisations. Contributes to an understanding of organisational culture in the public sector through survey research that analyses culture by reference to the competing values of internal/external orientation and control/flexibility. Focuses on six organisations in the Queensland public sector which have been encouraged to depart from traditional bureaucratic values and to adopt a greater emphasis on change, flexibility, entrepreneurialism, outcomes, efficiency and productivity. Suggests, however, that public sector organisations continue to emphasise the values of a bureaucratic or hierarchical organisational culture.

Journal

International Journal of Public Sector ManagementEmerald Publishing

Published: Apr 1, 2000

Keywords: Corporate culture; Values

References

  • The public sector: the conflict between accountability and efficiency
    Cole, R.W
  • Managerialism strikes out
    Considine, M
  • Public Management and Administration
    Hughes, O
  • Managerialism, economic rationalism and public sector reform in Australia: connections, divergences, alternatives
    Orchard, L
  • After excellence: models of organisational culture for the public sector
    Sinclair, A
  • Reforming public sector work
    Williams, T.A

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