Why improvements fail in the public sector – management models as barrier or enabler for improvements

Purpose The purpose of this article is to explore the relationship between current public administration and management models and improvements, and especially how management models can be developed to support improvements. Design/methodology/approach The article takes an action research approach, drawing on data gathered during a four-year improvement initiative set in the public sector and especially the Swedish sick leave system. Findings By linking empirical data with coexisting public and administration and management, the study shows how current management models in the public sector do not support improvement initiatives. A proposal on how to develop the management models based on a value-centric approach and centred around the beneficiary is presented. The management model for improvement involves a pragmatic approach to problem-solving where leadership is distributed but at the same time adheres to the importance of a system perspective of improvements. Originality/value This article contributes to practice in terms of highlighting the dysfunctionalities of management models in the public sector, some of which are due to single management models and some due to hybridization between several models. The research develops the knowledge of why improvements fail and what to do about it, enabling future research to further develop management thinking within the public sector.