Once upon a time in the bureaucracy: Power and public sector management

Stokes, J; Clegg, S

Once upon a time in the bureaucracy: Power and public sector management

Stokes, J Clegg, S

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Publication Type:: Journal Article
Citation:: Organization, 2002, 9 (2), pp. 225 - 247
Issue Date:: 2002-05-01

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Field	Value	Language
dc.contributor.author	Stokes, J	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.date.issued	2002-05-01	en_US
dc.identifier.citation	Organization, 2002, 9 (2), pp. 225 - 247	en_US
dc.identifier.issn	1350-5084	en_US
dc.identifier.uri	http://hdl.handle.net/10453/5424
dc.description.abstract	The paper considers empirical data drawn from organizational change of a large Australian public sector organization in the context of debate about reform of public sector organizations. It provides an ethnographic account of new public management that confounds propositions drawn from literatures both sympathetic and antithetical to this reform process. Empirically, we find that sedimented bureaucratic principles and innovative 'enterprising' freedom produce new power games around contradictory and unresolved dualisms. Neither reform hopes nor liberal anxieties are supported: instead, we identify continuing points for pressure in the organizational politics of bureaucratic reform.	en_US
dc.relation.ispartof	Organization	en_US
dc.relation.isbasedon	10.1177/1350508402009002913	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Once upon a time in the bureaucracy: Power and public sector management	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	9	en_US
utslib.for	160510 Public Policy	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
utslib.for	16 Studies in Human Society	en_US
utslib.for	22 Philosophy and Religious Studies	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	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	9	en_US

Abstract:

The paper considers empirical data drawn from organizational change of a large Australian public sector organization in the context of debate about reform of public sector organizations. It provides an ethnographic account of new public management that confounds propositions drawn from literatures both sympathetic and antithetical to this reform process. Empirically, we find that sedimented bureaucratic principles and innovative 'enterprising' freedom produce new power games around contradictory and unresolved dualisms. Neither reform hopes nor liberal anxieties are supported: instead, we identify continuing points for pressure in the organizational politics of bureaucratic reform.

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http://hdl.handle.net/10453/5424