<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Anup Chowdhury</style></author><author><style face="normal" font="default" size="100%">Nikhil Chandra Shil</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PERFORMANCE MEASUREMENT SYSTEMS IN THE CONTEXT OF NEW PUBLIC MANAGEMENT: EVIDENCE FROM AUSTRALIAN PUBLIC SECTOR AND POLICY IMPLICATIONS FOR DEVELOPING COUNTRIES</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Australia</style></keyword><keyword><style  face="normal" font="default" size="100%">Developing Countries</style></keyword><keyword><style  face="normal" font="default" size="100%">new public management</style></keyword><keyword><style  face="normal" font="default" size="100%">performance measurement systems</style></keyword><keyword><style  face="normal" font="default" size="100%">public sector</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448271.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">This research explored in depth the evolution of performance measurement systems in the context of new public management initiatives in Australian public sector. A governmental department in the Australian Capital Territory was selected for the purpose of the exploration. The qualitative research approach was adopted and data was collected following case study tradition. The main data sources were archival official documents and interviews. In addition, the researchers used direct observation to supplement and corroborate the archival documents and interview data. The empirical evidence presented in this research supports the fact that the selected Australian government department has implemented performance measurement systems in the line of new public management to illustrate the department’s commitment to efficiency and accountability. The research undertaken was in-depth, using a case study and though generalization is not possible from this single case study, the findings may be expected to add knowledge to existing literature and provide some important lessons for other public sector entities of the developing countries who are interested in adopting performance measurement systems as their control devices.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">7-19</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Nikhil Chandra Shil</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">AN UNHEARD CALL FOR BRIDGING ETHICS AND GOVERNANCE: SAVE THE PLANET</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">corporate affairs</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate behavior</style></keyword><keyword><style  face="normal" font="default" size="100%">ethical guidelines</style></keyword><keyword><style  face="normal" font="default" size="100%">unethical activities</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448201.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The awakening call of the twenty first century is to bring discipline in corporate behavior and attitude. The global financial crisis that gallops the whole economic system posits an unbeatable challenge before the society and demands a careful revisit of corporate routine to revamp trust and confidence on corporate affairs. Capitalism has accepted its inability to drag down the voluminous attitude of people who live in professional edge and isolate themselves from the mass on the ground of their superiority in terms of power, skill, and trust. Then the president of US had acknowledged that this was the biggest crisis that US economy faced after the 1929 stock market debacle. That crisis resulted stringent regulations to control Wall Street which is the Securities Act 1933 and the Securities Exchange Act 1934. This crisis also results Sarbanes Oxley Act 2002. Both of these two events have good similarities, sanctioning too much freedom and independence, capsizing the market gaps, destroying the whole system and confidence, and finally facing the rude destiny.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-6</style></section></record></records></xml>