Legitimate Sovereignty and Contested Authority in Public Management Organization and Disorganization: Barangaroo and the Grand Strategic Vision for Sydney as a Globalizing City

Johnston, J; Clegg, S

Legitimate Sovereignty and Contested Authority in Public Management Organization and Disorganization: Barangaroo and the Grand Strategic Vision for Sydney as a Globalizing City

Johnston, J Clegg, S

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Publication Type:: Journal Article
Citation:: Journal of Change Management, 2012, 12 (3), pp. 279 - 299
Issue Date:: 2012-09-01

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Field	Value	Language
dc.contributor.author	Johnston, J	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.date.issued	2012-09-01	en_US
dc.identifier.citation	Journal of Change Management, 2012, 12 (3), pp. 279 - 299	en_US
dc.identifier.issn	1469-7017	en_US
dc.identifier.uri	http://hdl.handle.net/10453/23306
dc.description.abstract	This article takes an interpretive view of what 'public management' implies in the context of the strategies and processes involved in major infrastructure development, in this case, of prime harbourside public land, now known as Barangaroo, in the centre of the city of Sydney, New South Wales (NSW), Australia. This development, in part, is meant to position Sydney as a globalizing city, at the centre of financial services in the Asia Pacific region. The article uses Clegg's ideas of 'circuits of power' to develop an analytical framework and employs a qualitative, case study approach based on a wide range of documents and media reports in the public domain. It addresses the processes of public management in the Barangaroo development, focusing on strategic agenda setting and leadership; organizing by rules; contract relations; no-cost-to government policy; organizing by precedent, especially those embedded in institutional responsibilities and responses; and stakeholder management. It demonstrates that at each stage in the process these have been characterized less by the rhetoric of public management and more by a disorganization of this rhetoric by a complex politics flowing through distinct circuits of power. The critical finding is that public management in the context of a large economic infrastructure development, especially when government is attempting to position a city globally, is far more complex and political than the prevailing rhetoric of the New Public Management, of considered rationality, would suggest. © 2012 Copyright Taylor and Francis Group, LLC.	en_US
dc.relation.ispartof	Journal of Change Management	en_US
dc.relation.isbasedon	10.1080/14697017.2012.673071	en_US
dc.title	Legitimate Sovereignty and Contested Authority in Public Management Organization and Disorganization: Barangaroo and the Grand Strategic Vision for Sydney as a Globalizing City	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	12	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	3	en_US
pubs.publication-status	Published	en_US
pubs.volume	12	en_US

Abstract:

This article takes an interpretive view of what 'public management' implies in the context of the strategies and processes involved in major infrastructure development, in this case, of prime harbourside public land, now known as Barangaroo, in the centre of the city of Sydney, New South Wales (NSW), Australia. This development, in part, is meant to position Sydney as a globalizing city, at the centre of financial services in the Asia Pacific region. The article uses Clegg's ideas of 'circuits of power' to develop an analytical framework and employs a qualitative, case study approach based on a wide range of documents and media reports in the public domain. It addresses the processes of public management in the Barangaroo development, focusing on strategic agenda setting and leadership; organizing by rules; contract relations; no-cost-to government policy; organizing by precedent, especially those embedded in institutional responsibilities and responses; and stakeholder management. It demonstrates that at each stage in the process these have been characterized less by the rhetoric of public management and more by a disorganization of this rhetoric by a complex politics flowing through distinct circuits of power. The critical finding is that public management in the context of a large economic infrastructure development, especially when government is attempting to position a city globally, is far more complex and political than the prevailing rhetoric of the New Public Management, of considered rationality, would suggest. © 2012 Copyright Taylor and Francis Group, LLC.

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http://hdl.handle.net/10453/23306