- List of Figures
- List of Tables
- List of Boxes
- List of Contributors
- Introductory Remarks
- Public Management: The Word, the Movement, the Science
- Public Management: A Concise History of the Field
- Bureaucracy in the Twenty-First Century
- Public and Private Management Compared
- Public Management, Democracy, and Politics
- Law and Public Administration
- Public Management as Ethics
- Public Accountability
- Economic Perspectives on Public Organizations
- Postmodern Public Administration
- Networks and Inter-Organizational Management: Challenging, Steering, Evaluation, and the Role of Public Actors in Public Management
- Whatever Happened to Public Administration?: Governance, Governance Everywhere
- Virtual Organizations
- The Theory of the Audit Explosion
- Public–Private Partnerships and Hybridity
- Decentralization: A Central Concept in Contemporary Public Management
- E-Government: A Challenge for Public Management
- Professionals in Public Service Organizations: Implications for Public Sector “Reforming”
- Rethinking Leadership in Public Organizations
- Organizational Cultures in the Public Services
- Performance Management
- Striving for Balance: Reforms in Human Resource Management
- Public Service Quality Improvement
- Budget and Accounting Reforms
- NGOS and Contracting
- Evaluation and Public Management
- International Public Management
- Management Consultancy
- Change and Continuity in the Continental Tradition of Public Management
- Author Index
Abstract and Keywords
This article considers how an important social scientific concept became a management fad. It begins with the idea of culture and its history in organizational studies. It then looks at contemporary debates about the way that an understanding of culture may contribute to successful management and concludes by considering whether there are differences between public and private sectors that are relevant to this task. Anthropologists have traditionally seen the study of culture as a defining feature of their discipline: Social anthropologists, in studying the institutionalised social relationships that are their primary concern, have found it essential to take account of the ideas and values which are associated with them, that is, of their cultural content. No account of a social relationship in human terms can be complete unless it includes reference to what it means to the people who have it. Culture does not have a material existence, although physical objects may be treated as cultural artefacts, by virtue of the meanings that people assign to them.
Robert Dingwall, Professor, Institute for the Study of Genetics, University of Nottingham.
Tim Strangleman, Senior Research Fellow, Working Lives Research Institute, London Metropolitan University.
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