Abstract
As a result of public management reforms, civil service training has undergone significant changes around the world. An important development is that ministries and departments are frequently empowered to choose in-house or external providers. Exploring the dynamics and complexities of centralisation, decentralisation and outsourcing in civil service training in Hong Kong, Singapore and the United Kingdom, this article traces the trajectories of the changes and, in doing so, reveals factors involved in the successful transformation of such training. The findings may be used to draw inferences about civil service training in other countries.
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