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Public Organization Review

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01-09-2014

Managing to Reinvent Strong Publicness in a Privatized World

Authors: Fabrice Hamelin, Vincent Spenlehauer

Published in: Public Organization Review | Issue 3/2014

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Abstract

How can a specialized public organization, of which the operational sector has been brutally fragmented and privatized, maintain its unity and publicness? The paper looks at how the British Transport Police (BTP) has adapted to the fragmentation and privatization of British Rail since 1993. The fact that the BTP has remained public and national is all the more surprising since a return to the pre-World War II configuration, with each Train Operating Company (TOC) having and running its own police, could be technically envisaged. The answer to the initial question is quite simple. The police organization under examination has intelligently reinvented its publicness, with the negotiated assent of its referring political and economic authorities.

previous article Transformational Leadership, Organizational Clan Culture, Organizational Affective Commitment, and Organizational Citizenship Behavior: A Case of South Korea's Public Sector

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BTP operations are organized in seven geographical divisions (Greater London, South London, North London, Wales & Western, North Western, North Eastern and Scotland).

Of course the City of London Police is also concerned by this debate

Of which the headquarters in Liverpool are in the same office building as the local TOC MerseyRail. Informal, improvised but useful meetings can start in the elevator!

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Title: Managing to Reinvent Strong Publicness in a Privatized World
Authors: Fabrice Hamelin
Vincent Spenlehauer
Publication date: 01-09-2014
Publisher: Springer US
Published in: Public Organization Review / Issue 3/2014
Print ISSN: 1566-7170
Electronic ISSN: 1573-7098
DOI: https://doi.org/10.1007/s11115-013-0239-6

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