Changing organizational values and actions in public services: a longitudinal empirical analysis

Richard M. WALKER; Fariborz DAMANPOUR

doi:10.4324/9780203881835-15

Changing organizational values and actions in public services: a longitudinal empirical analysis

Research output: Book Chapters | Papers in Conference Proceedings › Book Chapter › Research › peer-review

Abstract

Swathes of management reforms have swept through Western democratic countries over the past two decades, resulting in changes in management, organization and service delivery (Pollitt and Bouckeart, 2000). Reforms have sought to change the values and actions of public organizations, placing emphasis at various points on competition and privatization, customer focus, innovation, decentralization, and partnerships. Analyses of such changes are often limited to case studies, and we know little about how public organizations and public servants have changed.

Original language	English
Title of host publication	Managing Organizational Change in Public Services: International Issues, Challenges and Cases
Editors	Rune TODNEM, Calum MACLEOD
Place of Publication	London
Publisher	Routledge
Chapter	12
Pages	217-238
Number of pages	22
ISBN (Electronic)	9781134034550
ISBN (Print)	9780415467582
DOIs	https://doi.org/10.4324/9780203881835-15
Publication status	Published - 2009
Externally published	Yes

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10.4324/9780203881835-15

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Changing organizational values and actions in public services: a longitudinal empirical analysis. / WALKER, Richard M.; DAMANPOUR, Fariborz.
Managing Organizational Change in Public Services: International Issues, Challenges and Cases. ed. / Rune TODNEM; Calum MACLEOD. London: Routledge, 2009. p. 217-238.

Research output: Book Chapters | Papers in Conference Proceedings › Book Chapter › Research › peer-review

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Changing organizational values and actions in public services: a longitudinal empirical analysis

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