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International Journal of Public Administration Volume 29, 2006 - Issue 8: State Hollowing and State Sovereignty
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SINGLE ARTICLE

A Comparison of the Administrative Subculture of Public and Private Sector Service Employees

Yvonne Brunetto School of Management, Griffith University, Queensland, AustraliaCorrespondence[email protected]
&
Rod Farr-Wharton University of the Sunshine Coast, Queensland, Australia
Pages 619-638 | Published online: 22 Sep 2006

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Read on this site (4)

Yvonne Brunetto, Rodney Farr-Wharton, Kate Shacklock & Fiona Robson. (2012) Supervisor Relationships, Teamwork, Role Ambiguity and Discretionary Power: Nurses in Australia and the United Kingdom. International Journal of Public Administration 35:8, pages 532-543.
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Rod Farr-Wharton, Yvonne Brunetto & Kate Shacklock. (2011) Professionals' supervisor–subordinate relationships, autonomy and commitment in Australia: a leader–member exchange theory perspective. The International Journal of Human Resource Management 22:17, pages 3496-3512.
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Yvonne Brunetto, Rodney Farr-Wharton & Kate Shacklock. (2011) Using the Harvard HRM model to conceptualise the impact of changes to supervision upon HRM outcomes for different types of Australian public sector employees. The International Journal of Human Resource Management 22:3, pages 553-573.
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Yannis Markovits, AnnJ. Davis, Doris Fay & Rolf van Dick. (2010) The Link Between Job Satisfaction and Organizational Commitment: Differences Between Public and Private Sector Employees. International Public Management Journal 13:2, pages 177-196.
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Articles from other publishers (1)

Yvonne Brunetto, Rod Farr‐Wharton & Kate Shacklock. (2010) The impact of supervisor–subordinate relationships on morale: implications for public and private sector nurses' commitment. Human Resource Management Journal 20:2, pages 206-225.
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