The association between organizational culture and the use of management initiatives in the public sector

Kevin M. Baird*, Graeme L. Harrison

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

13 Citations (Scopus)

Abstract

This paper examines the association between five factors in O'Reilly et al. (1991) Organizational Culture Profile and the use of Activity Management (AM), Total Quality Management (TQM) and Employee Empowerment within public sector organizations. The results show that the use of AM and TQM is lower in public sector organizations than in their private sector counterparts, and is facilitated by an organizational culture of Outcome Orientation and Attention to Detail. The extent of use of Employee Empowerment is similar across the two sectors, and is facilitated when public sector organizations exhibit higher Respect for People and Innovation.

Original languageEnglish
Pages (from-to)311-329
Number of pages19
JournalFinancial Accountability and Management
Volume33
Issue number3
Early online date11 Apr 2017
DOIs
Publication statusPublished - Aug 2017

Keywords

  • Activity Management
  • Employee Empowerment
  • Management initiatives
  • Organizational culture
  • Total Quality Management

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