Parker R, Bradley LThe International Journal of Public Sector Management, (UK), 2000 Vol 13 No 2
Start page: 125. No of pages: 17
Examines organisational culture in the Australian public sector through internal/external orientation and control/flexibility. Briefly reviews the literature on organisational culture, extending Zammuto and Krakower’s competing values framework. Next, outlines the changes in public sector organisational culture in the last 30 years, going on to describe the changes in the Queensland public sector in the last 20 years. Surveys public sector managers in Queensland using a mail questionnaire, reporting that management and public choice theory are not being used in public sector departments and that public sector departments continue to reflect traditional hierarchical approaches to public administration.
