The end of the public sector debate

In the first of the special essays, John Quiggin revisits the debate over the appropriate size of the public sector and canvasses the issues associated with the distribution of government responsibilities within the Australian federation, with a sweeping perspective and surprising conclusions.

Skin-friction measurements in a supersonic combustor with crossflow fuel injection

Shock-tunnel experiments have been performed to measure the effect on skin-friction drag in a supersonic combustor of flow disturbances induced by hydrogen fuel injection transverse to the airstream. Constant-area, circular cross section combustors of lengths varying up to 0.52 m were employed. The experiments were done at a stagnation enthalpy of 7.2 MJ . kg(-1) and a Mach number of 4.3, with a boundary layer that was turbulent downstream of the 0.14-m station in the combustors. Combustor skin-friction drag was measured by a method based on the stress wave force balance, the method being validated by agreement between fuel-off skin-friction drag measurements and predictions using existing skin-friction theories. When fuel was injected, it was found that the drag remained at fuel-off values. Thus, the streamwise vortices and other flow disturbances induced by the fuel injection, mixing, and combustion, which are expected to be present in a scramjet combustor, did not influence the skin-friction drag of the combustors.

Public sector change in Australia: Are managers' ideals being realized?

Public sector organizations traditionally have been associated with the internal process (bureaucratic) model of organizational culture. Public choice and management theory have suggested that public sector managers can learn from the experience of private sector management, and need to change from the Internal process model of organizational culture. Due to these Influences an managers, the current research proposes that managers' perceptions of Ideal organizational culture would no longer reflect the Internal process model. Public sector managers' perceptions of the current culture, as well as their perceptions of the Ideal culture, were measured. A mail-out survey was conducted In the Queensland (a state of Australia) public sector. Responses to a competing values culture Inventory were received from 222 managers. Results Indicated that a reliance on the Internal process model persists, while managers had a desire for cultural models other than the Internal process model, as hypothesized.

Trade and environment: Evidence from China's manufacturing sector

This paper focusing on the Chinese manufacturing sector assesses the environmental impact of trade liberalization in China. The results show that China's experience with the trade liberalization-environment nexus is consistent with international evidence. On one hand, trade liberalization has had various positive effects on the environment. Firstly, it promoted specialization in areas of comparative advantage, which, in general, included industries that contributed less to environmental degradation. Secondly, it allowed China to access and adopt the best international practices in pollution abatement technology. Thirdly, it enabled China to transfer environmental costs to other countries by importing intermediate products whose production contributed to environmental degradation. On the other hand, these positive effects were overwhelmed by a negative scale effect, which was the result of a huge increase in the demand for Chinese exports. The paper concludes that if China is to prevent pollution from reaching a critical threshold, environmental regulations need to be tightened. Copyright (C) 2002 John Wiley & Sons, Ltd and ERP Environment.

Survivors and victims: A case study of organisational restructuring in the public health sector

This paper examines a process of major organizational restructuring in an Australian hospital within a context of decentralization of health services and relocation of clients, brought about by changes in government policy. The change process differed from the abrupt downsizing often found in the private sector in that the organization initiated significant job losses concomitantly with the development of new facilities around the State, while attempting to deal with employee issues related to downsizing. The paper focuses on the process involved in the downsizing, from the perspective of both the "survivors" and "victims" of the change. It draws on interviews and focus groups with managers, union officials and employees, as well a survey of employees to assess the outcomes and effectiveness of the restructuring process. Using a stakeholder analysis framework, the paper examines the complex issues and perspectives raised by the downsizing process.