1. The implications of 'publicness' for strategic management theory., John Alford
2. The processes of strategy development in the public sector, Nardine Collier, Frank Fishwick & Gerry Johnson
3. Global influences on the public sector, Jan Eppink & Steven de Waal
4. Trust and distrust in regulation and enforcement, Ray Puffitt & Les Prince
5. Measuring up to the best: A manager's guide to benchmarking, Mik Wisnieski
6. The best value initiative, Simon Speller
7. Clinical governance, David Herbert
8. The Maslin Multi-Dimensional Matrix: A new tool to aid strategic decision making in the public sector, Les Prince & Ray Puffitt
9. Stakeholder mapping: A practical tool for public sector managers, Kevan Scholes
10. Implications of ownership for strategy: The example of commercial semi-state bodies in Ireland, Eleanor Doyle
11. Formation and control of public-private partnerships: A stakeholder approach, Richard Butler & Jaz Gill
12. Public sector partnerships and public/voluntary sector partnerships: The Scottish experience, Sandra Hill
13. Strategy and structures in the public sector, Kevan Scholes
14. The relationship between quality, approaches to management control, and the achievement of best value in public sector professionals service organisations, Barbara Harrington, Kevin McLoughlin & Duncan Riddell
15. Business process re-engineering in the public sector: A case study of the Contributions Agency, John McAuley
16. Devolution and control within the UK public sector: National Health Service Trusts, Tom Forbes
17. Mapping and re-mapping organisational culture: A local government example, Gerry Johnson
Index

Table of Contents