Crossing the Great Divide
Dilemmas of U.K. Voluntary‐Sector Leaders Who Move into Government
Bibliographic Data
| ID | 7362171 |
|---|---|
| Authors | Amanda Little (London School of Economics and Political Science, corresponding author) |
| Year | 2004 |
| Volume | 64 |
| Issue | 5 |
| Pages | 618-624 |
| Publication date | 2004-08-27 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1540-6210.2004.00408.x |
| OpenAlex | W2025723408 |
| Language | EN |
| References cited | 6 |
Evidence suggests the boundaries between the U.K. government and the voluntary sector are blurring because of an increasing emphasis on partnership between the two. One symptom of this changing relationship–or a contributing cause of it–is the practice of recruiting senior managers from the voluntary sector into government service. The intention is that these managers should play a significant role in formulating and implementing government strategy with regard to the voluntary sector and in other policy areas where voluntary‐sector organizations are seen as key players. This article addresses the issues that voluntary‐sector leaders face when they move into government–to what extent are they insiders, outsiders, or critical friends, and to whom? It concludes that the madness of the government machine is more than the sum of its parts: people, policy, and process
Business · Economics · Face (sociological concept · General partnership · Government (linguistics · Management · Political science · Public relations · Public sector · Sociology · Tertiary sector of the economy · Turnover · Voluntary sector · Finance · Law · Marketing · Nonprofit Sector and Volunteering · Public Administration · Public Policy and Administration Research · Religion, Society, and Development
| Citation velocity | historical |
|---|---|
| Highly cited | No |