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Public Management Review Volume 9, 2007 - Issue 2
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Original Articles

Public management and the expansion of an entrepreneurial ethos?

Nick Llewellyn Warwick Business School (IROB Group), University of Warwick, Coventry, Warwickshire, CV4 7AL, UK E-mail: [email protected]
,
Patricia Lewis Brunel Business School University of Brunel, Uxbridge, UB8 3PH, UK Phone: +44 (0)1895 265253 E-mail: [email protected]@brunel.ac.uk
&
Adrian Woods Brunel Business School University of Brunel, Uxbridge, UB8 3PH, UK Phone: +44 (0)1895 265253 E-mail: [email protected]@brunel.ac.uk
Pages 253-267 | Published online: 06 Jun 2007

Citations (6)

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Read on this site (2)

Casey J. Fleming. (2020) Prosocial rule breaking at the street level: the roles of leaders, peers, and bureaucracy. Public Management Review 22:8, pages 1191-1216.
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Ari Salminen & Venla Mäntysalo. (2013) Exploring the Public Service Ethos. Public Integrity 15:2, pages 167-186.
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Articles from other publishers (4)

Anna Fountain Clark. (2016) Toward an Entrepreneurial Public Sector. Public Personnel Management 45:4, pages 335-359.
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Mark Exworthy, Fraser Macfarlane & Micky Willmott. 2015. Managing Change. Managing Change 139 154 .
Neil Lunt, Mark Exworthy, Johanna Hanefeld & Richard D. Smith. (2015) International patients within the NHS: A case of public sector entrepreneurialism. Social Science & Medicine 124, pages 338-345.
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Andreas M. Kaplan & Michael Haenlein. (2009) The increasing importance of public marketing: Explanations, applications and limits of marketing within public administration. European Management Journal 27:3, pages 197-212.
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