000			01612naa a2200181uu 4500
001			7392
003			OSt
005			20190211154246.0
008			020930s2005 xx ||||gr |0|| 0 eng d
100	1		_aWETTNHALL, Roger _911311
245	1	0	_aHow ubiqutous is privatisation? The Hung Cube and the components of organisational change
260			_c2001
520	3		_aThe 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
773	0	8	_tThe Asian Journal of Public Administration _g23, 1, p. pp.87-106 _d, 2001 _w
942			_cS
998			_a20020930 _bCassio _cCassio
998			_a20060515 _b1631^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c7545 _d7545
041			_aeng