Hartley, J., Parker, S., Beashel, J. (2018) Leadership to create public value: A case study of multi-agency working and victim support services Centre for Policing Research and Learning, Open University: Milton Keynes.
Parker, S., Hartley, J. and Beashel, J. (2017) Place leadership in a case study of rural crime, Open University Seminar on Place Leadership: Prospects, Problems and Priorities, Open University: Milton Keynes.
Parker, S., Hartley, J., Beashel, J., Vo, Q. (2017) Leadership to create public value: A case study of an initiative to address rural crime Centre for Policing Research and Learning, Open University: Milton Keynes.
Vo, Q., Hartley, J., Khalil, L., Beashel, J. & Parker, S. 2017. Understanding public value through policing priorities using Q methodology. Final report. Centre for Policing Research and Learning, The Open University
Parker S, (2017) The public service ethos in the 21st century: redundant theory of opportunity for re-evaluation, Interpretative Policy Analysis Conference. De Montfort University: Leicester.
Parker, S, Needham, C, Mangan, C, Bottom K (2016) The 21st Century Councillor: 8 Lessons from the Literature. INLOGOV, University of Birmingham.
C, Mangan, Needham, C, Bottom, K, Parker, S (2016) Report on the 21st Century Councillor. INLOGOV, University of Birmingham.
Parker, S. (2016) 'Reconnecting public service ethos and multi-agency collaboration. What are the possibilities and prospects for new local collaborative environments?' Public Money and Management. 36 (1)
Parker, S. (2015) 'What does working in public services mean? Describing the public service ethos in practice'. In: Lawton, A. et al. (Eds.) Ethics in Public Policy and Management: a Global Research Companion. Routledge: London.
Parker, S. (2015) Researching the Values of Participants Attending Strategic Boards in Public Services: Semi-Structured Interviews, Documentary Research and Observation. SAGE Research Methods Cases. Sage: Thousand Oaks.
Parker, S. (2015) ‘Debate: Public Service Motivation, Citizens and Leadership Roles’ in Public Money and Management Journal. 35 (5)