Corporate Culture, Public Bureaucracy and Competitive Tendering

Abstract

Throughout the 1980s there has been growing interest in the concept of “corporate culture”, and its effects on economic performance. Investigates corporate culture in both theoretical and practical terms. By constructing a model of the internal and external relationships which organizations develop, “cultural differences” between two stylized extremes – the firm in a market environment and public bureaucracy – are postulated. Then tentatively applies the model to available evidence on compulsory competitive tendering in the UK local authority sector.

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