‘Waking Up The Sleeping Giant’: Change Management, Policy Transfer and the Search for Collaboration

Public Policy and Administration

Volumn 20, Issue 3, 2005, Pages 69-89

  Johnston, Lorraine ^a  

^a UNIVERSITY OF MANCHESTER   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84993724924     PISSN: 09520767     EISSN: None     Source Type: Journal    
DOI: 10.1177/095207670502000307     Document Type: Article

References (71)

1. Apostolakis, C. (2004), ‘Citywide and Local Strategic Partnerships in Urban Regeneration: Can collaboration take things forward?’, Politics, Vol 24, No 2, pp. 103-112.
2. Audit Commission (2001) Change Here! Managing change to improve local services, (London: Audit Commission).
3. Audit Commission (2002), City of Newcastle, Corporate Assessment, (London: HMSO).
4. Audit Commission (2005), Comprehensive Performance Assessment: Corporate Assessment Report, Newcastle City Council, (London: HMSO).
5. Bailey, N. (2003), ‘Local Strategic Partnerships in England. The continuing search for collaborative advantage, leadership and strategy in urban governance’, Planning Theory and Practice, Vol 4, No 4, pp. 443-457.
6. Balla, S. (2001)‘Interstate Professional Associations and the Diffusion of Policy Innovations’, American Politics Research Journal, Vol 29, pp. 221-245.
7. Bennet, C. (1991), ‘How states utilise foreign evidence’, Journal of Public Policy, Vol 33, No 4, pp. 31-54.
8. Bennet, C. and Howlett, M. (1992), The lessons of learning: Reconciling theories of policy learning and policy change’, Policy Sciences, Vol 25, pp.275-294.
9. Bentley, T. and Wilsdon, J. (2003), The Adaptive State: Strategiesfor personalising the public realm, (London: DEMOS).
10. Blair, T. (1998), The Third way: New Politics for a New Century, (London: Fabian Society).
11. Bryne, D. (2001), ‘The reconstruction of Newcastle: Planning since 1945’, in R. Colls, and B. Lancaster (eds) (2001), Newcastle upon Tyne: A modern history. (Chichester, West Sussex: Phillimore & Co. Shopwyke, Manor Barn), pp.341-360.
12. Caldwell, R. (2003), ‘Change leaders and change managers: different or complementary?’, Leadership & Organisation Development Journal, Vol 24, No 5, pp. 285-293.
13. Chandler, J.A. (2001), Local Government Today, (3rd edition) (Manchester University Press).
14. Coaffee, J. and Healey, P. (2003), ‘My Voice My Place: Tracking Transformations in Urban Governance’, Urban Studies, Vol 40, No 10, pp. 1960-1978.
15. Coaffee, J. and Johnston, L. (2005), ‘The Management of Local Government Modernisation - Area Decentralisation and Pragmatic Localism’, International Journal of Public Sector Management, Vol 18, No 2, pp.164-177.
16. Corry, D., and Stoker, G. (2002), New Localism Refashioning the Centre-Local Relationship, (London: NLGN).
17. Corry, D., Hatter, W., Parker, I., Randle, A. and Stoker, G. (2003), Joining up Local democracy: Governance systems for a new localism, (London, NLGN).
18. Davies, J.G. (1972), The Evangelist Bureaucrat: A study of a planning exercise in Newcastle upon Tyne, (London:Travistock Publications).
19. De Jong, M., Lalenis, K. and Mamadouh, V. (eds) (2002), The theory and practice of institutional transplantation: Experienices with the transfer of policy institutions, (Netherlands: Kluwer Academic Publishers).
20. Department for Transport, Environment and the Regions (DETR)(1999), Towards an urban renaissance, (London: E&FN Spon).
21. Dolowitz, D.P. (1997) ‘British employment policy in the 1980s: Learning from the American experience’, Governance, Vol 10, pp.23-42.
22. Dolowitz D.P., Hulme, R., Nellis, M. and O'Neil, F. (2000), Policy transfer and British social policy: Learning from the USA, (Buckingham UK: Open University Press).
23. Evening Chronicle (2001), Union in callfor calm after council chief quits. 23 August.
24. Filkin, G., Bassam L., Corrigan P., Stoker, G. and Tizard, J. (1998), Starting to modernise: the change agenda for local government, (London: New Local Government Network for the Joseph Rowntree Foundation).
25. Hall, S. (2003), ‘The Third Way revisited: New labour, spatial policy and the National Strategy for Neighbourhood Renewal’, Planning, Practice and Research, Vol 18 No 4, pp. 265-277.
26. Healey, P. (1997), Collaborative planning - shaping places in fragmented societies, (Basingstoke: Macmillian).
27. Healey, P. (2002), ‘Place, identity and governance: Transforming discourses and practices’, in Hillier, J. and Rooksby, E. (ed.) (2002), Habitus: A sense of place, (Ashgate: Aldershot), pp.173-202.
28. Hibbert, P. and Huxham, C. (2005), ‘A little about the mystery: process learning as collaboration evolves’, European Management Review, Vol 2, No 1, pp. 59-69.
29. Howell, J.M. and Avolio, B.J. (1993),Transformational leadership, transactional leadership, locus of control and support for innovation: key predictors of consolidated-business-unit performance, Journal of Applied Psychology, Vol 78, pp. 891-902.
30. Huxham, C. (1996), ‘Advantage or Inertia: Making collaboration work’, in R. Patton, G. Clark, G. Jones and P. Quintas, (eds), The New Management Reader, (London: Routledge), pp.238-254.
31. Huxham, C. and MacDonald, D. (1992), ‘Introducing collaborative advantage’, Management Decision, Vol 30, No 3, pp. 50-56.
32. Huxham, C. (2003), ‘Theorising collaborative advantage’, Public Management Review, Vol 5, No 3, pp. 401-423.
33. Huxham, C. and Vangen, S. (2000), ‘Leadership in the shaping and implementing of collaborative agendas: how things happen in a (not quite) joined-up world’, Academy of Management Journal, Vol 43, No 6, pp.1159-1175.
34. Huxham, C. and Vangen, S. (2005), Managing to collaborate - The theory and practice of collaborative advantage, (London: Routledge).
35. Jackson, B. (2001) Management Gurus and Management Fashions: A Dramatistic Inquiry, (London: Routledge).
36. Johnston, L. and Coaffee, J. (2005), Managing Change, Complexity and Pragmatism in Local Government Modernisation - Experiences of Area Decentralisation, in Regeneration Management: Essays on Working with Complexity, (Manchester: Centre for Local Economic Strategies), pp.31-36.
37. Kanter, R.M. (1989), When Giants learn to dance, (London: Simon & Schuster).
38. Kanter, R.M. (1985), The change masters: entrepreneurship in the American corporation, (London:Wiley).
39. Kanter, R.M. (1994), ‘Collaborative Advantage: The art of alliances’, Harvard Business Review, Vol 72, No 4, pp. 96-108.
40. Kanter, R.M. (1999), ‘The enduring skills of change leaders’, Leader to Leader, No 13, Summer, pp.1-8, http://www.pfdf.org/leaderbooks/L2L/summer99/kanter.html. Accessed 26/02/2003
41. Kanter, R.M., Stein, B. and Jick, T. (1992), The challenge of organisational change: How companies experience it and leaders guide it, (New York: The Free Press).
42. Kotter, J. (1996), Leading change, (Boston, MA: Harvard Business School Press).
43. Lavery, K. (1999), Smart contracting for Local Government Services: Processes and Experience. Privatising Government: An interdisciplinary series, (USA: Library of Congress Cataloguing in Publication Data).
44. Lavery, K. (2000), ‘Going for Growth in Newcastle’, Parliamentary Review, May/June.
45. Local Government Act (2000), Part Two: Section 18, (London: HMSO).
46. Lowndes, V. and Wilson, D. (2003), ‘Balancing revisability and robustness? A new institutional perspective on local government modernisation’, Public Administration, Vol 81, No 2, pp. 275-298.
47. Mamadouh V., De Jong, M. and Lalenis, K. (2002), ‘An introduction to institutional transplantation’, in De Jong, M, Lalenis, K. and Mamadouh, V. (eds) (2002), The theory and practice of institutional transplantation: Experiences with the transfer of policy institutions. (Netherlands: Kluwer Academic Publishers), pp.1-18.
48. McColl-Kennedy, J.R. and Anderson, R.D. (2002), ‘Impact of leadership style and emotions on subordinate performance’, The Leadership Quarterly, Vol 13, pp.545-559.
49. Newcastle City Council (1997 a), Communication Xtra, June, Issue 2.
50. Newcastle City Council (1997 b), Communication Xtra, August, Issue 4.
51. Newcastle City Council (1998), Communication Xtra, April, Issue 12.
52. Newcastle City Council (2000 a), Training and Development, Corporate and Directorate Information, Reference Manual, (Newcastle: Newcastle City Council).
53. Newcastle City Council (2000 b), Minutes of Cabinet, September 20, (Newcastle: Newcastle City Council).
54. Newcastle City Council (2000 c), Community Planning White Paper, (Newcastle City Council: Community and Housing Directorate).
55. Newcastle City Council (2000 d), Going for Growth: A green paper, a citywide vision for Newcastle 2020, (Newcastle City Council: Community and Housing Directorate).
56. New Local Government Network (2005) New studyfinds innovation in service delivery essential for councils to meet emerging challenges of local government modernisation (March) Media Releases - New Local Government Network. http://www.nlgn.org.uk/mod_media_releases.php?article=174, Accessed on 03/04/05.
57. Osborne, D. and Gaeblar, T. (1992), Reinventing government: How the Entrepreneurial Spirit is Transforming the Public Sector, (New York: Addison-Wesley).
58. Pratchett, L. (2004), ‘Local autonomy, local democracy and the new localism’, Political Studies, Vol 52, pp.358-375.
59. Powell, M. and Glendinning, C. (2002), ‘Introduction’, in C. Glendinning, M. Powell and K. Rummery (eds), Partnerships, New Labour and the governance of welfare, (Bristol: The Policy Press), pp.1-14.
60. Randle, A. (2005) Councils embracing localism: Lessons from Birmingham, Wakefield and West Sussex, (London: New Local Government Network).
61. Rhodes, R.A.W. (1997), Understanding governance: Policy networks, governance, reflexivity and accountability, (Buckingham: Open University Press).
62. Robertson, D. and Waltman, J. (1993), ‘The politics of policy borrowing’, in D. Finegold, N. McFarland and W. Richardson (eds), Something borrowed, something learned: The transatlantic market in education and training reform, (Washington DC: The Brookings Institution).
63. Robinson, F. (1999), Developing the regeneration strategy: West End and Citywide: Development and implementation models. A report to the Community and Housing Directorate, Newcastle City Council, (Durham: Department of Sociology & Social Policy, University of Durham).
64. Rose, R. (1991), ‘What is lesson drawing?’, Journal of Public Policy, Vol 11, No 1, pp. 3-30
65. Scanlon, C. (2001), ‘A step to the left? Or just a jump to the right? Making sense of the Third Way on Government and Governance’, American Journal of Political Science, Vol 36, No 3, pp. 481-498.
66. Stoker, G. (2004), ‘New Localism, progressive politics and democracy’, in A. Gamble and T. Wright (eds), Restating the State, (Oxford: Blackwell), pp. 117-129.
67. Tarry, N. (2005), New Ways to Modernise, (London: New Local Government Network).
68. Vangen, S. and Huxham, C. (2004), ‘Enacting leadership for collaborative advantage: Dilemmas of ideology and pragmatism in the activities of partnership managers’, British Journal of Management, Vol 15, No 1, pp. 39-55.
69. Wilson, D. and Game, C. (Third Edition) (2002), Local Government in the United Kingdom, (London: Palgrave/Macmillan).
70. Wolman, H. and Page, E, (2002), ‘Policy transfer among local governments: An information-theory approach’, An Internal Journal of Policy, Administration and Institutions, Vol 15, No 4, pp. 477-501.
71. Wolman, H. and Page, E. (2000), Learning from the experience of others: Policy transfer among local regeneration partnerships.