Management as an Agent of Cultural Change in the Turkish Public Sector

Bibliographic Data

ID6294485
AuthorsHüseyin Ateş (0000-0003-0031-8994, Kocaeli Üniversitesi, corresponding author)
Year2004
Volume14
Issue1
Pages33-58
Publication date2004-01-01
Open AccessNo
TypeARTICLE
VenueJournal of Public Administration Research and Theory (JOURNAL)
Journal identifiersISSN: 1053-1858 • E-ISSN: 1477-9803
PublisherOxford University Press (OUP) (PUBLISHER)
DOI10.1093/jopart/muh003
OpenAlexW2033399054
LanguageEN
Citations received4
References cited9

This article explores the impact of public sector managerialism, and specifically the government's strategy of encouraging managers to adopt business values and associated behaviors, on cultural change in the Turkish health sector. The Turkish case provides a model of interdependence between managerial initiatives and cultural change, in that the government has tried to win over the hearts and minds of staff to a new attitude and style and has striven to overcome resistance from managers in a variety of ways in order to ensure that new managerial techniques and innovations “take root.” Such cultural transformation has been enabled by the introduction of new managerial techniques into the public organizations. Although Turkish public organizations had an established hierarchical-professional culture, which has been resistant to new concepts and practices, there are signs that managerial initiatives in the health sector have begun to transform the existing organizational culture toward an entrepreneurial, adaptive, and innovative culture

Business · Government (linguistics · Management styles · Managerialism · New public management · Organizational culture · Political science · Public relations · Public sector · Resistance (ecology · Turkish · Variety (cybernetics · Management and Organizational Studies · Organizational Strategy and Culture · Public Policy and Administration Research

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