ByMcAdam R, McCreedy S
The Learning Organization, , Vol 6 No 3 1999
Start page: 91. No of pages: 10

Asks whether knowledge management is an emerging paradigm for
organisational improvement or if it is a passing fad. Identifies the main
schools of thought within knowledge management. Looks at two different
conceptualizations of knowledge that underpin the theories on knowledge
management – the first viewing knowledge as intellectual capital, seeing it
as an asset that can be managed, in similar ways to other organizational
assets; the second seeing knowledge as socially constructed. Argues that
the acknowledgement that knowledge is socially constructed is vital for the
continuing development of knowledge management as an emerging paradigm.
Suggests that the alternative view relegates knowledge management to being
a convenient management tool. Presents a critique of the different models
of knowledge management, identifying three categories of model – those that
categorize knowledge into discrete categories (known as knowledge category
models); those that see knowledge as intellectually constructed; and those
that see knowledge as socially constructed. Develops a model of knowledge
management which acknowledges both the scientific and social construction
of knowledge.

Read more on A CRITICAL REVIEW OF KNOWLEDGE MANAGEMENT MODELS…

Cartwright J, Andrews T, Webley P

Total Quality Management, (UK), Jan 99 (10/1)
Start page: 121. No of pages: 8

Discusses the effects of culture change on organizational performance, and follows up previous work which identified nine key psychological processes that underlie total quality work cultures; uses the nine factors questionnaire methodology to investigate changes in the culture of one organisation, and shows how the perceptions of a sample of employees changed over a period of 14 months. Sub-divides the nine factors into personal, organizational, management style and communications, and records the scores against each including both positive and negative aspects. Demonstrates how these results can be used to determine the culture of an organisation, and claims that this approach provides guidance for improvement.

Read more on A METHODOLOGY FOR CULTURAL MEASUREMENT AND CHANGE…

Greca R
The International Journal of Public Sector Management, (UK), Vol 11 No 4 98. Start page: 314. No of pages: 21

Describes a model of co-operation between different providers of public services introduced during the reorganization of social welfare services in Munich between 1992 and 1996 which subsequently became an obligatory framework controlling all provision of social services in Germany from 1997. Traces the progress of the ‘Reorganization of social services in Munich’ project, discussing the socio-political arguments for change, the background of social services provision prior to the project, the economic conditions prevailing during the lifetime of the project, the perceptions and influences of social workers, political parties and service recipients and barriers to change.

Read more on EVALUATING THE CHANGE IN SOCIAL WORK ORGANISATION…

Grice A
Campaign, (UK), Jan 1999. Start page: 10. No of pages: 1

Reports on how the UK’s Labour Government has increased expenditure on advertising since it took office in 1997. Looks at where the 30% increase has been spent and notices a trend away from trade, industry and crime prevention towards ‘social exclusion’ related issues. Examines the links between Labour ministers and the advertising industry and suggests that Labour’s positive attitude to advertising has brought about a change in the way Government promotes initiatives and programmes. Notes that some observers see the increase in advertising expenditure as a continuation of trends that began with the previous Conservative Government.

Read more on HOW LABOUR’S NEW BROOM SWPT AWAY AD APATHY…

Coad A F, Berry A J
Leadership & Organization Development Journal, (UK), Vol 19 No 3 98
Start page: 164. No of pages: 9

Examines the effect that leadership behaviour has on employees’ motivation to learn and perform well. Analyses the different motivations and attitudes of employees who are performance-oriented and those who are learning-oriented, and considers how leadership mode might affect this. Tests out in a survey of member of the UK Chartered Institute of Management Accountants and finds some support for the hypotheses. Concludes that these results indicate that learning organizations should consider adopting more transformational styles of leadership.

Read more on TRANSFORMATIONAL LEADERSHIP…

Mauro P
Finance & Development, (USA), (35/1). Start page: 11. No of pages: 4

Surveys research on corruption, which has explored only a few hypotheses such as the effect of trade deregulation, abundant natural resources and well-paid civil servants. Reports findings about reduced private investment, the impact of corruption on economic growth, how health and education are affected the relationship with weak institutions. Poses questions which need answering, such as governments’ inability to eradicate corruption, its connection with poverty, the worst forms of corruption, and what to do about it.

Read more on CORRUPTION: CAUSES, CONSEQUENCES AND AGENDA FOR RESEARCH…

Essex T
The International Journal of Public Sector Management, (UK), Vol 11 No 7. Start page: 622. No of pages: 28

Explores dependencies existing between voluntary service providers and UK local government statutory bodies, e.g. Social Services, regarding informal partnership and the more formal purchaser/vendor relationship. Uses documentary research, firstly to explore the history and development of joint statutory/voluntary relationships from the last century to the situation today. Finds no evidence of lessons being learned. Then looks at joint planning for community care, noting progress and problems. Turns to contracting policy and its impact, noting voluntary sector complaints regarding consequential processes, e.g. contract negotiation. Sets that against an increasing level of engagement via contracts. Considers also dependency and inter-dependency views. Researches three London local governments to explore linkage between joint planning and contracting, and perceptions regarding dependency and inter-dependency. Presents interview results summarised as a matrix, with quotes from respondents to illustrate points. Discusses the differences found between the three sites. Thinks two factors influence the voluntary sector players’ perceptions of dependency and inter-dependency: a strong voluntary sector infrastructure and strong inter-agency joint planning. Intends to explore this further through work with other local governments.

Read more on CONFLICT AND CONVERGENCE…

Fenwick J, Bailey M
The International Journal of Public Sector Management, (UK), 1999 Vol 12 No 3. Start page: 247. No of pages: 11

Discusses the effect of decentralization within local government in the United Kingdom. Focuses on whether the 1992 local government review has pushed the newly created unitary authorities towards decentralization in order to respond to new circumstances, and on the degree to which corporate management characterizes the organization of the new unitary councils. Categorizes the authorities as either corporatists, centralizers, neutrals or decentralizers. Finds that although decentralization is a clear agenda item in some of the new unitaries, a number of other authorities have taken the opportunity to centralize rather than decentralize, the choices often shaped by the primacy of budget constraints and financial limitations.

Read more on LOCAL GOVERNMENT: DECENTRALISATION OR CORPORATISM…

Gray C W, Kaufmann D
Finance & Development, (USA), (35/1)
Start page: 7. No of pages: 4

Identifies the sources of corruption as: government contracts and benefits; public revenues; regulatory non-compliance; and legal process. Lists five conclusions to a survey of the economic consequences of corruption, particularly in the time spent with bureaucrats by mangers. Notes the weakness of accountability in the absence of political competition or enforced ethical standards. Reports a survey of citizens’ responses to proposed measures. Focuses on how to create political will by external pressure, economic liberalization, public sector reform to create strong institutions, a free press and a bold approach, not gradualism.

Read more on CORRUPTION AND DEVELOPMENT…

By Green S
The International Journal of Public Sector Management, (UK), 1998 Vol 11 No 7. Start page: 536. No of pages: 17

Discusses strategic management and planning (SM/P) and examines the reasons for adoption of SM/P by governments regarding their civil services. Uses a two-part methodology – questionnaire, and personal interviews with senior civil servants (still ongoing) – to elicit this information from England, Japan, USA (3 states), Ireland, Northern Ireland, Australia and New Zealand. Concentrates on the latter four countries. Tables their responses to key questions regarding differences arising through introducing SM/P, and views on strategic objectives. Lists also, the extent of their adoption of SM/P practices, e.g. introduction of core competencies, mission statements, scenario planning, etc., and includes US data in that analysis. Indicates that changes may be more operational in nature than true adoption of private sector SM/P practices. Explores reasons for this, commenting on the strong financial focus seen in strategic plans. Concludes that SM/P practices have not taken hold sufficiently. Believes civil services need to get to grips with what business they ought to be in, rather than concentrate solely on full adoption of private sector SM/P practices.

Read more on STRATEGIC MANAGEMENT INITIATIVE IN THE CIVIL SERVICE…