Currently browsing: Items authored or edited by Jean Hartley

84 items in this list.
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Alford, John; Hartley, Jean; Yates, Sophie and Hughes, Owen (2017). Into the Purple Zone: Deconstructing the Politics/Administration Distinction. The American Review of Public Administration, 47(7) pp. 752–763.

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Benington, John and Hartley, Jean (2019). Action research to develop the theory and practice of public value as a contested democratic practice. In: Lindgreen, Adam; Koenig-Lewis, Nicole; Kitchener, Martin; Brewer, John D.; Moore, Mark H. and Meynhardt, Timo eds. Public Value: Deepening, Enriching, and Broadening the Theory and Practice of Creating Public Value. Abingdon: Routledge, pp. 143–158.

Bandy, Gary and Hartley, Jean (2018). Debate: When spending less causes a problem. Public Money & Management, 38(1) pp. 52–54.

Benington, John and Hartley, Jean (2010). Knowledge and capabilities for leadership across the whole public service system. In: Brookes, Stephen and Grint, Keith eds. The New Public Leadership Challenge. Basingstoke: Palgrave Macmillan, pp. 187–198.

Benington, John and Hartley, Jean (2009). Whole Systems Go! Leadership Across The Whole Public Service System. National School of Government, Ascot.

Benington, John; Hartley, Jean; Neilsen, J. C. Ry and Notten, Ton (2008). Innovation, design and delivery of MPA programmes for public leaders and managers in Europe. International Journal of Public Sector Management, 21(4) pp. 383–399.

Benington, John and Hartley, Jean (2004). Co-research: insider/outsider teams for organizational research. In: Cassell, Catherine and Symon, Gillian eds. Essential Guide to Qualitative Methods in Organizational Research. London: Sage Publications Ltd, pp. 361–371.

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Donaldson, Cam; Hartley, Jean; Skelcher, Chris and Wallace, Mike (2008). Conclusions: Current themes and future directions for research. In: Hartley, Jean; Donaldson, Cam; Skelcher, Chris and Wallace, Mike eds. Managing to improve public services. Cambridge: Cambridge University Press, pp. 279–286.

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Hartley, Jean (2018). Ten propositions about public leadership. International Journal of Public Leadership, 14(4) pp. 202–217.

Hartley, Jean and Rashman, Lyndsay (2018). Innovation and inter-organizational learning in the context of public service reform. International Review of Administrative Sciences, 84(2) pp. 231–248.

Hartley, Jean; Alford, John; Knies, Eva and Douglas, Scott (2017). Towards an empirical research agenda for public value theory. Public Management Review, 19(5) pp. 670–685.

Hartley, Jean and Hesketh, Ian (2016). Public Value: a new means to peel an apple? European Police Science and Research Bulletin, 13 pp. 64–69.

Hartley, Jean; Alford, John; Hughes, Owen and Yates, Sophie (2015). Public value and political astuteness in the work of public managers: the art of the possible. Public Administration, 93(1) pp. 195–211.

Hartley, Jean (2014). Can political leadership be taught? In: Rhodes, R. A. W. and t'Hart, P. eds. Oxford Handbook of Political Leadership. Oxford Handbooks in Politics & International Relations. Oxford: Oxford University Press.

Hartley, Jean (2013). Public and private features of innovation. In: Osborne, Stephen P. and Brown, Louise eds. Handbook of Innovation in Public Services. Cheltenham: Edward Elgar Publishing Ltd, pp. 44–59.

Hartley, Jean; Alford, John; Hughes, Owen and Yates, Sophie (2013). Leading with political astuteness - a white paper. A study of public managers in Australia, New Zealand and the United Kingdom. Australia and New Zealand School of Government, Chartered Institute of Management & The Open University Business School.

Hartley, Jean; Alford, John; Hughes, Owen and Yates, Sophie (2013). Leading with political astuteness: A study of public managers in Australia, New Zealand and the United Kingdom. Australia and New Zealand School of Government and the Chartered Management Institute, UK.

Hartley, Jean (2012). Public value through innovation and improvement. In: Benington, John and Moore, Mark H eds. Public value: Theory and practice. Basingstoke: Palgrave Macmillan, pp. 171–184.

Hartley, Jean (2012). Leadership across complex systems and boundaries. In: Spurgeon, Peter; Burke, Ronald J and Cooper, Carey L eds. The Innovation Imperative in Health Care Organisations: Critical Role of Human Resource Management in the Cost, Quality and Productivity Equation. Cheltenham: Edward Elgar Publishing Ltd, pp. 187–204.

Hartley, Jean and Benington, John (2012). Leadership For Healthcare. Bristol: Policy Press.

Hartley, Jean (2012). Political leadership and its development. In: Weinberg, Ashley ed. The Psychology of Politicians. Cambridge: Cambridge University Press, pp. 97–120.

Hartley, Jean and Benington, John (2011). Political leadership. In: Bryman, Alan; Collinson, David; Grint, Keith; Jackson, Brad and Uhl-Bien, Mary eds. The SAGE Handbook of Leadership. Sage Publications Ltd, pp. 203–214.

Hartley, Jean and Rashman, Lyndsay (2010). The role of leadership in knowledge creation and transfer for organizational learning and improvement. In: Walshe, Keiran; Harvey, Gill and Jas, Pauline eds. Connecting Knowledge and Performance in Public Services: From Knowing to Doing. Cambridge: Cambridge University Press, pp. 145–172.

Hartley, Jean (2010). Political leadership. In: Brookes, Stephen and Grint, Keith eds. The New Public Leadership Challenge. Basingstoke: Palgrave Macmillan, pp. 133–149.

Hartley, Jean and Pinder, Kate (2010). Coaching political leaders. In: Passmore, Jonathan ed. Leadership Coaching: Working with Leaders to Develop Elite Performance. London: Kogan Page, pp. 159–176.

Hartley, Jean (2010). Public sector leadership and management development. In: Gold, Jeff; Thorpe, Richard and Mumford, Alan eds. Gower Handbook of Leadership and Management Development. Farnham: Gower Publishing Limited, pp. 531–546.

Hartley, Jean and Skelcher, Chris (2008). The agenda for public service improvement. In: Hartley, Jean; Donaldson, Cam; Skelcher, Chris and Wallace, Mike eds. Managing to Improve Public Services. Cambridge: Cambridge University Press, pp. 1–24.

Hartley, Jean (2008). The innovation landscape for public service organizations. In: Hartley, Jean; Donaldson, Cam; Skelcher, Chris and Wallace, Mike eds. Managing to improve public services. Cambridge: Cambridge University Press, pp. 197–216.

Hartley, Jean and Fletcher, Clive (2008). Leadership with political awareness: leadership across diverse interests inside and outside the organization. In: Turnbull James, Kim and Collins, James eds. Leadership Perspectives: Knowledge into Action. Basingstoke: Palgrave Macmillan, pp. 163–176.

Hartley, Jean (2008). Does innovation lead to improvement in public services? Lessons from the Beacon Scheme in the UK. In: Borins, Sandford F. ed. Innovations in Government: Research, Recognition, and Replication. Brookings/ASH Institute Series, "Innovative Governance in the 21st Century. Washington, DC: Brookings Institution Press, pp. 159–187.

Hartley, Jean and Rashman, Lyndsay (2006). How is knowledge transferred between organizations involved in change? In: Wallace, Mike; Fertig, Michael and Schneller, Eugene eds. Managing Change in the Public Services. Malden, MA: Blackwell Publishing Ltd, pp. 173–192.

Hartley, Jean and Branicki, Layla (2006). Managing with Political Awareness: A Summary Review of the Literature. Charterted Managment Institute, London.

Hartley, Jean (2004). Case study research. In: Cassell, Catherine and Symon, Gillian eds. Essential Guide to Qualitative Methods in Organizational Research. London: Sage Publications Ltd, pp. 323–333.

Hartley, Jean; Butler, Michael J. R. and Benington, John (2002). Local government modernization: UK and comparative analysis from an organizational perspective. Public Management Review, 4(3) pp. 387–404.

Hartley, Jean (2002). Leading communities: capabilities and cultures. Leadership and Organization Development Journal, 23(8) pp. 419–429.

Hartley, Jean (2001). Employee surveys - Strategic aid or hand-grenade for organisational and cultural change? International Journal of Public Sector Management, 14(3) pp. 184–204.

Hartley, Jean and Benington, John (2000). Co-research: a new methodology for new times. European Journal of Work and Organizational Psychology, 9(4) pp. 463–476.

Hartley, Jean; Jacobson, Dan; Klandermans, Bert and Van Vuuren, Tinka (1990). Job Insecurity: Coping with Jobs at Risk. London: Sage Publications Ltd.

Hartley, Jean; Kelly, John E. and Nicholson, Nigel (1983). Steel Strike: A Case Study in Industrial Relations. Batsford Ltd.

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Kiefer, Tina; Hartley, Jean; Conway, Neil and Briner, Rob B. (2015). Feeling the squeeze: public employees’ experiences of cutback -and innovation-related organizational changes following a national announcement of budget reductions. Journal of Public Administration Research and Theory, 25(4) pp. 1279–1305.

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Leach, Steve; Hartley, Jean; Lowndes, Vivien; Wilson, David and Downe, James (2005). Local Political Leadership in England and Wales. York: Joseph Rowntree Foundation.

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Moore, Mark and Hartley, Jean (2009). Innovations in governance. In: Osborne, Stephen P. ed. The New Public Governance?: Emerging Perspectives on the Theory and Practice of Public Governance. Abingdon: Routledge, pp. 52–71.

Moore, Mark and Hartley, Jean (2008). Innovations in governance. Public Management Review, 10(1) pp. 3–20.

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Nicolini, D; Hartley, Jean; Stansfield, A and Hurcombe, J (2011). Through the eyes of others: Using developmental peer review to promote reflection and change in organizations. Journal of Organizational Change Management, 24(2) pp. 211–228.

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Pedersen, Dorthe and Hartley, Jean (2008). The changing context of public leadership and management: implications for roles and dynamics. International Journal of Public Sector Management, 21(4) pp. 327–339.

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Rashman, L.yndsay; Withers, Erin and Hartley, Jean (2009). Organizational learning and knowledge in public service organizations: a systematic review of the literature. International Journal of Management Reviews, 11(4) pp. 463–494.

Rashman, Lyndsay; Downe, James and Hartley, Jean (2006). Knowledge creation and transfer in the Beacon Scheme: improving services through sharing good practice. In: Martin, Steve ed. Public Service Improvement: Policies, Progress and Prospects. Abingdon: Routledge, pp. 152–170.

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Waring, Justin; Bishop, Simon; Clarke, Jenelle; Exworthy, Mark; Fulop, Naomi J.; Hartley, Jean and Ramsay, Angus I. G. (2018). Healthcare leadership with political astuteness (HeLPA): a qualitative study of how service leaders understand and mediate the informal ‘power and politics’ of major health system change. BMC Health Services Research, 18, article no. 918.

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