How ubiqutous is privatisation? The Hung Cube and the components of organisational change
By: WETTNHALL, Roger
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Material type: 
ArticlePublisher: 2001The Asian Journal of Public Administration 23, 1, p. pp.87-106Abstract: The notion of privatisation has been at the forefront of much discourse and much change in the world of public administration and public management over the past few decades. The "privatization cube"presented in the June 2000 issue of this journal represents an attempt to illustrate what this notioninvolves in organisational terms, and to trace related movements along the three paths of ownership, management and governance. As an explanatory model, it is useful useful in extending our uderstanding of the way in which organisational change processes operate. But it is problematic in offering a very narrow view of what is governmental, and in implying that all change flows in a single direction. This article inquires into these assumptions, and reminds us there have been other formulations dealing with the great variety of organisational types rangingfrom pure governmental to pure private. There are many possibilities for status change between these types which do not carry the assumptions inherent in the privatisation cube model
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The notion of privatisation has been at the forefront of much discourse and much change in the world of public administration and public management over the past few decades. The "privatization cube"presented in the June 2000 issue of this journal represents an attempt to illustrate what this notioninvolves in organisational terms, and to trace related movements along the three paths of ownership, management and governance. As an explanatory model, it is useful useful in extending our uderstanding of the way in which organisational change processes operate. But it is problematic in offering a very narrow view of what is governmental, and in implying that all change flows in a single direction. This article inquires into these assumptions, and reminds us there have been other formulations dealing with the great variety of organisational types rangingfrom pure governmental to pure private. There are many possibilities for status change between these types which do not carry the assumptions inherent in the privatisation cube model
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