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Fiona Buick
Fiona Buick
University of New South Wales, Canberra
Verified email at adfa.edu.au
Title
Cited by
Cited by
Year
You win some, you lose some: Experiments with joined-up government
J O'Flynn, F Buick, D Blackman, J Halligan
International Journal of Public Administration 34 (4), 244-254, 2011
1362011
The 70: 20: 10 framework and the transfer of learning
SJ Johnson, DA Blackman, F Buick
Human Resource Development Quarterly 29 (4), 383-402, 2018
1092018
Enabling middle managers as change agents: Why organisational support needs to change
F Buick, D Blackman, S Johnson
Australian Journal of Public Administration 77 (2), 222-235, 2018
1072018
Can enhanced performance management support public sector change?
F Buick, DA Blackman, ME O'Donnell, JL O'Flynn, D West
Journal of Organizational Change Management 28 (2), 271-289, 2015
982015
Experiments with joined-up, horizontal and whole-of-government in Anglophone countries
J Halligan, F Buick, J O’flynn
International handbook on civil service systems, 2011
842011
Effective practitioner–scholar relationships: Lessons from a coproduction partnership
F Buick, D Blackman, J O'Flynn, M O'Donnell, D West
Public Administration Review 76 (1), 35-47, 2016
752016
Managing expectations to create high performance government
DA Blackman, F Buick, J O’Flynn, M O’Donnell, D West
Review of Public Personnel Administration 39 (2), 185-208, 2019
472019
Developing high performance: Performance management in the Australian Public Service
DA Blackman, F Buick, M O'Donnell, JL O'Flynn, D West
Crawford School Research Paper, 2012
412012
Performance management: Creating high performance, not high anxiety
D Blackman, D West, J O’Flynn, F Buick, M O’Donnell
W. J, L. H, & YS Managing Under Austerity, Delivering Under Pressure …, 2015
322015
Strengthening the performance framework: Towards a high performing Australian Public Service
DA Blackman, F Buick, M O'Donnell, JL O'Flynn, D West
Available at SSRN 2275681, 2013
252013
The unintended consequences of structural change: When formal and informal institutions collide in efforts to address wicked problems
G Carey, F Buick, E Malbon
International Journal of Public Administration 41 (14), 1169-1180, 2018
222018
Why performance management should not be like dieting
D Blackman, F Buick, M O'Donnell
Australian Journal of Public Administration 76 (4), 524-528, 2017
212017
Preventing dysfunction and improving policy advice: the role of intra‐departmental boundary spanners
G Carey, F Buick, M Pescud, E Malbon
Australian Journal of Public Administration 76 (2), 176-186, 2017
192017
Structural changes to the public sector and cultural incompatibility: The consequences of inadequate cultural integration
F Buick, G Carey, M Pescud
Australian Journal of Public Administration 77 (1), 50-68, 2018
182018
The 70: 20: 10 model for learning and development: an effective model for capability development?
DA Blackman, SJ Johnson, F Buick, DE Faifua, M O'Donnell, M Forsythe
Academy of Management Proceedings 2016 (1), 10745, 2016
182016
Australian experiences with whole of government: constraints and paradoxes in practice
DA Blackman, F Buick, J Halligan, JL O'Flynn, I Marsh
Available at SSRN 1927603, 2010
182010
Changing the conversation to create organizational change
DA Blackman, F Buick, ME O’Donnell, N Ilahee
Journal of Change Management 22 (3), 252-272, 2022
152022
The culture solution?: Culture and common purpose in Australia
F Buick
Crossing boundaries in public management and policy, 78-91, 2013
142013
Boundary challenges and the work of boundary spanners
F Buick, J O’Flynn, E Malbon
Reimagining the future public service workforce, 21-38, 2019
132019
From engaging to enabling: Could an asset-based approach transform Indigenous affairs?
DA Blackman, F Buick, J O'Flynn
Environment and Planning C: Government and Policy 34 (8), 1632-1651, 2016
122016
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