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Creating a New Moral Order? Cultural Change in the Australian Public Service
16 references·7 citing·39 second hop
Creating a New Moral Order? Cultural Change in the Australian Public Service (2000)Creating a New Moral Order? Cultural Chan…Assessing dissimilarity relations under missing data conditions: Evidence from computer simulations. (2007)Assessing dissimilarity relat…Human resource management. (1999)Human resource management.Public Management: The New Zealand Model (1998)Public Management: The New Ze…Human Resource Management (1995)Human Resource ManagementPerforming for Pay? The Effects of ‘Merit Pay’ on Motivation in a Public Service (1994)Performing for Pay? The Effec…STRENGTH IS IGNORANCE; SLAVERY IS FREEDOM: MANAGING CULTURE IN MODERN ORGANIZATIONS* (1993)STRENGTH IS IGNORANCE; SLAVER…Reinventing Government (1993)Reinventing GovernmentOf Pigs in Pokes and Policy Diffusion: Another Look at Pay-for-Performance (1993)Of Pigs in Pokes and Policy D…PERFORMANCE RELATED PAY: OBJECTIVES AND APPLICATION (1992)PERFORMANCE RELATED PAY: OBJE…Engineering Culture: Control and Commitment in a High-Tech Corporation (1992)Engineering Culture: Control …Managerialism and the public services: the Anglo-American experience (1991)Managerialism and the public …A PUBLIC MANAGEMENT FOR ALL SEASONS? (1991)A PUBLIC MANAGEMENT FOR ALL S…De‐Sir Humphreyfying the Westminster Model of Bureaucracy: A New Style of Governance? (1990)De‐Sir Humphreyfying the West…Organizational Culture and Leadership (1986)Organizational Culture and Le…CORPORATE CULTURE: THE LAST FRONTIER OF CONTROL?[1] (1986)CORPORATE CULTURE: THE LAST F…Concepts of Culture and Organizational Analysis (1983)Concepts of Culture and Organ…Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study (2012)Enabling organizational cultu…From Workplace Bargaining to Workplace Relations: Industrial Relations in the Australian Public Service under the Coalition Government (2007)From Workplace Bargaining to …Enterprise Bargaining and Productivity in Australia: What do We Know? 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(1951)Organizational Learning (1988)The Management of Innovation (1994)The “new public management” in the 1980s: Variations on a theme (1995)The New Governance: Governing without Government (1996)Governance as theory: five propositions (1998)The attraction paradigm (1972)Psychology of intergroup relations (1986)Perceived self-efficacy in the exercise of personal agency (1990)The Common Ingroup Identity Model: Recategorization and the Reduction of Intergroup Bias (1993)Work Group Diversity and Group Performance: An Integrative Model and Research Agenda. 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(1956)The Structure of Scientific Revolutions (1963)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)The Capabilities of Market-Driven Organizations (1994)Metaphors We Live By (2003)The New Public Service: Serving Rather than Steering (2000)Origin and theoretical basis of new public management (2001)Wicked Problems (2013)Core capabilities and core rigidities: A paradox in managing new product development (1992)Relative absorptive capacity and interorganizational learning (1998)Dimensionalizing Cultures: The Hofstede Model in Context (2011)Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations (1999)Why Measure Performance? Different Purposes Require Different Measures (2003)MAKING GOVERNANCE NETWORKS EFFECTIVE AND DEMOCRATIC THROUGH METAGOVERNANCE (2009)Management as ideology: the case of ‘new managerialism’ in higher education (2005)A competence‐based and multidimensional operationalization and measurement of employability (2006)Stakeholder Engagement: Beyond the Myth of Corporate Responsibility (2007)Building Better Theory by Bridging the Quantitative–Qualitative Divide* (2006)The Autonomy Paradox: The Implications of Mobile Email Devices for Knowledge Professionals (2013)Algorithms at Work: The New Contested Terrain of Control (2019)Beyond Engagement and Participation: User and Community Coproduction of Public Services (2007)
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References

  • 1991A PUBLIC MANAGEMENT FOR ALL SEASONS?9,822 cited
  • 1986Organizational Culture and Leadership9,602 cited
  • 1983Concepts of Culture and Organizational Analysis4,047 cited
  • 1993Reinventing Government2,431 cited
  • 2007Assessing dissimilarity relations under missing data conditions: Evidence from computer simulations.2,032 cited
  • 1993STRENGTH IS IGNORANCE; SLAVERY IS FREEDOM: MANAGING CULTURE IN MODERN ORGANIZATIONS*1,321 cited
  • 1998Public Management: The New Zealand Model1,029 cited
  • 1995Human Resource Management926 cited
  • 1991Managerialism and the public services: the Anglo-American experience918 cited
  • 1992Engineering Culture: Control and Commitment in a High-Tech Corporation886 cited
  • 1986CORPORATE CULTURE: THE LAST FRONTIER OF CONTROL?[1]279 cited
  • 1994Performing for Pay? The Effects of ‘Merit Pay’ on Motivation in a Public Service244 cited
  • 1993Of Pigs in Pokes and Policy Diffusion: Another Look at Pay-for-Performance202 cited
  • 1992PERFORMANCE RELATED PAY: OBJECTIVES AND APPLICATION181 cited
  • 1999Human resource management.175 cited
  • 1990

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De‐Sir Humphreyfying the Westminster Model of Bureaucracy: A New Style of Governance?
148 cited

Cited by

  • 2012Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study49 cited
  • 2003Enterprise Bargaining and Productivity in Australia: What do We Know?18 cited
  • 2000The Concept Of The State In Australian Industrial Relations Theory11 cited
  • 2001The New Public Management and Workplace Change11 cited
  • 2002Individualism, Union Organisation And Management Prerogatives In The Australian Public Service 1983–20007 cited
  • 2002Towards a New Public Unitarism: Employment and Industrial Relations in the Australian Public Service5 cited
  • 2007From Workplace Bargaining to Workplace Relations: Industrial Relations in the Australian Public Service under the Coalition Government4 cited