Uneingeschränkter Zugang

Building transformative capability through civil service reform

   | 31. Dez. 2020

Zitieren

Andrews, M., Pritchett, L., & Woolcock, M. (2012). Escaping capability traps through problem-driven iterative adaptation (PDIA) [Working paper 299]. Washington, DC: Center for Global Development.10.2139/ssrn.2102794Search in Google Scholar

Booth, D., & Unsworth, S. (2014). Politically smart, locally led development. Discussion paper. London: Overseas Development Institute.Search in Google Scholar

Boyle, R. (2018). The Goal Programme for Public Service Reform and Innovation. Evaluation vignette 1: Distinctive elements of the Goal Programme. Dublin: Institute of Public Administration.Search in Google Scholar

Boyle, R., O’Riordan, J., Shannon, L., MacCarthaigh, M., & Thomas, P. (2019). Evaluation of the Goal Programme for Public Service Reform and Innovation. Dublin: Institute of Public Administration.Search in Google Scholar

HM Treasury & Prime Minister’s Office of Public Services Reform. (2002). Better government services: Executive agencies in the 21st century, agency policy review – Report and recommendations. London: HM Treasury.Search in Google Scholar

Kidson, M. (2013). Civil service capabilities: A discussion paper. London: Institute for Government.Search in Google Scholar

Levitt, B., & March, J. G. (1988). Organizational learning. Annual Review of Sociology, 14, 319–40.10.1146/annurev.so.14.080188.001535Search in Google Scholar

McCourt, W. (2014). Public service reform. GSDRC professional development reading pack no. 1. Birmingham: University of Birmingham.Search in Google Scholar

Panchamia, N., & Thomas, P. (2014). Civil service reform in the real world. Patterns of success in UK civil service reform. London: Institute for Government.Search in Google Scholar

Pisano, G. P. (2002). In search of dynamic capabilities: The origins of R&D competence in biopharmaceuticals. In G. Dosi, R. R. Nelson & S. G. Winter, The nature and dynamics of organizational capabilities. Oxford: Oxford University Press.10.1093/0199248540.003.0006Search in Google Scholar

Pollitt, C., & Bouckaert, G. (2011). Public management reform: A comparative analysis. Oxford: Oxford University Press.Search in Google Scholar

Rocha Menocal, A. (2014). Getting real about politics: From thinking politically to working differently. London: Overseas Development Institute.Search in Google Scholar

Shreyögg, G., & Kliesch-Eberl, M. (2007). How dynamic can organizational capabilities be? Towards a dual process model of capability dynamization. Strategic Management Journal, 28 (9), 913–33.10.1002/smj.613Search in Google Scholar

Sunningdale Institute. (2007). Take-off or tail-off? An evaluation of the Capability Reviews Programme. London: Sunningdale Institute.Search in Google Scholar

Tranfield, D., Duberley, D., Smith, S., Musson, G., & Stokes, P. (2000). Organisational learning – It’s just routine. Management Decision, 38 (4), 253–60.10.1108/00251740010326315Search in Google Scholar