A holistic framework to embed good company practice for customer retention
McCrory, B., Pilcher, N., & McMillan, J. (2017)
A holistic framework to embed good company practice for customer retention. The TQM magazine, 29(2), 257-275. https://doi.org/10.1108/TQM-11-2015-0139
Purpose: To detail a holistic practice based guiding framework for improving customer retention, which helps companies instil a customer service culture through encouraging th...
Conceptualising sustainable leadership
D’Annunzio-Green, N., Gerard, L., McMillan, J., & D'Annunzio-Green, N. (2017)
Conceptualising sustainable leadership. Industrial and Commercial Training, 49(3), 116-126. https://doi.org/10.1108/ict-12-2016-0079
Literature encompassing Sustainable Leadership and developing leaders sustainably are still in infancy (Lambert, 2011). Nevertheless indications identify leadership as a vital...
Public Administration: What is it, why teach it and does it matter?
Fenwick, J., & McMillan, J. (2014)
Public Administration: What is it, why teach it and does it matter?. Teaching Public Administration, 32, 194-204. https://doi.org/10.1177/0144739414522479
What is understood by ‘‘public administration’’ in the contemporary UK higher education
setting? Is it still being taught and, if so, why? These questions initially appear to ...
Management Development and Co-production: myths and realities
Fenwick, J., & McMillan, J. (2013)
Management Development and Co-production: myths and realities. Journal of Management Development, 32, 971-983. https://doi.org/10.1108/JMD-07-2012-0083
Purpose – The purpose of this paper is to address the relationship between public sector practitioners and academic providers in the design and delivery of management developm...
Public Participation and Public Service Modernization: Learning from New Labor?
Fenwick, J., & McMillan, J. (2012)
Public Participation and Public Service Modernization: Learning from New Labor?. International Journal of Public Administration, 35(6), 367-378. https://doi.org/10.1080/01900692.2012.655523
The public participation agenda is a significant element of public service reform in Europe and beyond. This article examines how citizen participation in local public service...
The reorganization addiction in local government: unitary councils for England
Elcock, H., McMillan, J., & Fenwick, J. (2010)
The reorganization addiction in local government: unitary councils for England. Public Money and Management, 30, 331-338. https://doi.org/10.1080/09540962.2010.525000
Structural reorganization of local government is an addictive habit to which British government ministers and civil servants are peculiarly prone. In the latest instance, seve...
Local government and the problem of English governance.
Fenwick, J., McMillan, J., & Elcock, H. (2009)
Local government and the problem of English governance. Local Government Studies, 35, 5-20. https://doi.org/10.1080/03003930802574417
The paper is concerned with the problematic nature of English governance. The discussion begins with reference to the reluctance to engage in debates about English national go...
Governance and accountability: a role for social accounts in the sustainable school.
Gibbon, J., Fenwick, J., & McMillan, J. (2008)
Governance and accountability: a role for social accounts in the sustainable school. Public Money and Management, 28, 353-360. https://doi.org/10.1111/j.1467-9302.2008.00669.x
Alongside formal systems of governance in secondary education there are important informal relationships of accountability among key stakeholders, organized around
Learning, compliance and gender in public management.
McMillan, J., & Fenwick, J. (2008)
Learning, compliance and gender in public management. Public Policy and Administration, 23, 247-261. https://doi.org/10.1177/0952076708089975
This article offers a critical perspective on the ways in which the learning process in public organizations may be influenced by gender. The discussion considers the differen...
Leadership and Management in UK Local Government: A Role for Elected Mayors?
Fenwick, J., Elcock, H., & McMillan, J. (2006)
Leadership and Management in UK Local Government: A Role for Elected Mayors?. International Review of Administrative Sciences, 72(3), 431-447. https://doi.org/10.1177/0020852306068026
The paper assesses the impact of the elected executive mayor on leadership and management in UK local government. After exploring the new executive arrangements introduced by ...