01572pab a2200157 454500 180718b2003 xxu||||| |||| 00| 0 eng d Gretchen, Key Managing the impersonal in a personalized public service 2003 p.197-209. May What happens when an apparently personalized small public service enters the information highway? How does it integrate the new frame of mind implied in the impersonal, open approach to information? The practical implications of implementing information technology as a means to use information strategically in the Maltese public service, with its apparently paradoxical administrative style, prompted the pilot study in early 2000 upon which this article is based. Using a simplified empirical approach, the study tested the hypothesis that small scale could affect the way leaders deal with the impersonal, such as information resource management. Although limited in scope, the results of the study support a qualified conclusion that small scale, through its link with personalization and associated informal mechanisms, does affect the way top managers in the public service deal with the impersonal, at least in the short and medium term. To what extent it does so, or the space for change, are subjects for further research. The article concludes with suggestions for further investigation into this topic, both in its narrow and wider applications. - Reproduced. Civil service Public Administration and Development 59735 59735 59735 0 0 0 0 IIPA IIPA 2018-07-19 Volume no: 23, Issue no: 2 AR60180 2018-07-19 2018-07-19 AR