Elite perceptions of change in English local government: comparisons between Conservative and New Labour governments
Asquith, A. (1997) Effecting change management in English local government, Local Government Studies, 23(4) 86-99.
Asquith, A. (1998) Non-elite employees perceptions of organisational change in English local government, International Journal of Public Sector Management. 11(4) 262-280.
Asquith, A. (2008) A Bullock, a Monkey and Robocop: An Assessment of the Directly Elected Mayor in English Local Government', Policy and Politics, 36( 1) 39-53.
Christopher, M. (2005) Logistics and supply chain management: Creating value adding networks. 3rd. edHarlow: Pearson Education Ltd.
Dahler-Larsen, P. (Ed.) (2002) Social Bonds to City Hall. Odense: Odense University Press.
Davis, H. (1988) Local government under siege, Public Administration, 66( 1) 91-101.
DETR (1998) Modern Local Government In Touch with the People. DETR (Department of Environment, Transport and the Regions): London
Gershon, P. (2004) Releasing Resources to the Frontline. London: HMSO.
Hartley, J.; Butler, M. J. R. and Benington, J. (2002) Local government modernisation: United Kingdom andcomparative analysis from an organisational perspective, Public Management Review, 4(3) 387-404.
Jarillo, J. C. (1988) On strategic networks, Strategic Management Journal, 9(1) 31-41.
Kumar, K. and van Dissel, H. G. (1996) Sustainable collaboration: Managing conflict and cooperation in interorganisational systems, MIS Quarterly, 20(3) 279-300.
Le Grand, J. (2002) Motivation, agency and public policy. Of knights & knaves, pawns & queens. Oxford: OUP.
Mouritzen, P. E. and Svara, J. H. (2002) Leadership at the apex. Pittsburgh, Pa.: University of Pittsburgh Press.
Morphett, J. (1990). Power structures in local authorities -the role of the chief executive in local government policy making, Local Government Policy Making, 17(1) 49-55.
Morphett, J. (1993) The role of Chief Executives in local government. Harlow: Longman.
Morris, R. and Paine, R. (1995) Will you manage? The needs of local authority chief executives. Hemel Hempstead: ICSA Publishing.
Newman, J, ; Raine, J. and Skelcher, C. (2001) Transforming local government: Innovation and modernisation, Public Money and Management, 21( 2) 61-68.
Norton, A. (1991) The role of the Chief Executive in English local government. Birmingham: University of Birmingham Institute of Local Government Studies.
Painter, C.; Isaac-Henry, K. and McAnulla, S. (2003) Modernising local government: Micro-organisationalreform and changing local structural configurations, Local Government Studies, 29(4) 31-53.
Painter, C.; Isaac-Henry, K. and Rouse, J. (1997) Local authorities and Non-Elected Agencies: Strategic response and organisational networks, Public Administration, 75( 2) 225-245.
Quirk, B (2005) Localising efficiency more than just saving money, Local Government Studies, 31(5) 615-625.
Quirk, B. (2006) Innovation in local democracy: The London Borough of Lewisham, Local Government Studies, 32(3) 357-372.
Rao, N. (200). Options for change: Mayors, cabinets or the status quo?, Local Government Studies, 29(1) 1-16.
Skelcher, C. (2010a) Managing in a Political World: The Life Cycle of Local Authority Chief Executives. Basingstoke: Palgrave.
Skelcher, C. (2010b) The Labour Government's local government agenda 1997-2009: The impact on member-officer relationships, Local Government Studies, 36(3) 323-339.
Stoker, G. (2002) Life is a lottery: New Labour's strategy for the reform of devolved governance, Public Administration, 80(3) 417-434.
Thynne, I. (2003) Making sense of public management reform, Public Management Review, 5(3) 449-459.
Williams, P. (2002) The competent boundary spanner, Public Administration, 80(1) 103-124.
Wilson, D. (2005) The United Kingdom: An increasingly differentiated polity. In Denters, B. and Rose, L. E. (Eds.) Comparing local governance. Basingstoke: Palgrave.
Wilson, J. and Doig, A. (2000) Local government management: A model for the future?, Public Management, 2(1)57-83.