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Crossing the Great Divide: Dilemmas of U.K. Voluntary‐Sector Leaders Who Move into Government
Author(s) -
Little Amanda
Publication year - 2004
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/j.1540-6210.2004.00408.x
Subject(s) - voluntary sector , government (linguistics) , general partnership , public relations , face (sociological concept) , turnover , public sector , business , tertiary sector of the economy , public administration , political science , marketing , economics , management , sociology , finance , law , social science , philosophy , linguistics
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.