Post-NPM Reforms or Administrative Hybridization in the French Health Care System?

New public management (NPM) provides an opportunity to analyze a reform trajectory that is influenced by country-specific institutional and social traditions. France adopted its own version of NPM, embracing some of its “traditional” elements such as quasi-markets and performance evaluation and rejecting others. NPM reforms in France pursued a re-centralization agenda rather than a disaggregation of public agencies. Outcomes were below expectations in core areas such as citizen participation and physician professional satisfaction. Subsequent health reforms indicate convergence toward a hybrid system rather than toward a post-NPM paradigm.     

Unintended Consequences of NPM Drive the “Bureaucracy”

This article examines the unintended consequences following implementation of a new public management (NPM) reform—a performance-based salary system—in two Swedish public schools. Headmasters and central office personnel were interviewed. The expected reform results at last appeared a decade after implementation when salary-setting procedures adopted the bureaucratic framework. Despite the common view that NPM reforms, owing to unintended consequences, fail because they adapt poorly to the Weberian control regime at public organizations, this article argues that the unintended consequences of an NPM reform can drive the “bureaucratic” organization even when there is no evidence of debureaucratization.     

German and Italian Municipalities’ Internal Control Systems: Convergence to a Neo-Weberian Reform Pattern?

This article contributes to the debate on convergence/divergence of public management reforms toward the new public management (NPM) paradigm by analyzing the internal control systems (ICSs) in Germany and Italy. Specifically, the study describes the ICS established at the normative level in German and Italian municipalities and evaluates the extent of the decisional convergence to NPM, using the INTOSAI guidelines. Although similarities between the two ICSs and the INTOSAI guidelines emerged, decisional convergence is not demonstrated. Instead, these countries seem to converge to a Neo-Weberian reform pattern since they are cautious in the introduction of new managerial tools and they maintain their domestic original ICS.     

THE REFORM OF FINANCIAL MANAGEMENT IN THE EUROPEAN COMMISSION: A PUBLIC MANAGEMENT POLICY CYCLE CASE STUDY

Since the mid‐1990s during the Santer, Prodi, and Barroso presidencies, the European Commission has experienced several public management policy cycles. Included on the Barroso Commission's (2004–2008) policy agenda was the reform of internal financial control, prompted by significant irregularities in budget execution signalled repeatedly by the European Court of Auditors (ECA) in its annual Declaration of Assurance (DAS) and Annual Reports. This led to a declared Barroso Commission strategic objective of achieving a ‘positive DAS' by 2009. The proposed solution was ‘integrated internal control’ based on an international reference point within the accounting and auditing professions. The result was a centrally co‐ordinated Commission project aiming to reform management and audit practices within both the Commission and EU member states. This article reports on the ‘positive DAS' and ‘integrated internal control’ policy cycle and explains its agenda‐setting, alternative‐specification, and decisional processes.     

COMPARING BUSH–CHENEY AND CLINTON–GORE PERFORMANCE MANAGEMENT STRATEGIES: ARE THEY MORE ALIKE THAN DIFFERENT?

Successful performance management strategies are intrinsically linked to the political environment in which public policy‐making occurs. Since the mid‐1990s, many governments have re‐examined how to simultaneously reduce costs, increase performance and achieve results. Public agencies are experimenting with performance measurement and management systems designed to meet public policy goals and respond to citizen demands. Various reform models have been proposed and public administrators now expend considerable time, effort and resources exchanging ‘best practices’, finding ‘best value’, and ‘rethinking’ government operations. Although equally important, less effort has been devoted to performance management (PM) within increasingly complex, ideologically charged and politicized decision‐making environments. Despite significant increases in productivity, more theoretical and empirical research is needed to assist public managers in applying private market‐based alternatives to public service delivery structures. This article compares the PM initiatives of the Clinton–Gore Administration in the United States, known as the National Performance Review (NPR), with President Bush‘s Presidential Management Agenda (PMA). Following the comparison, a theory‐based research agenda is proposed to determine which of many approaches best ‘fits’ the varied and often contradictory systems for delivering public services in a decentralized governance system.     

‘LEADERISM’: AN EVOLUTION OF MANAGERIALISM IN UK PUBLIC SERVICE REFORM

This paper argues that ‘leaderism’– as an emerging set of beliefs that frames and justifies certain innovatory changes in contemporary organizational and managerial practice – is a development of managerialism that has been utilized and applied within the policy discourse of public service reform in the UK. The paper suggests that ‘leaderism’ is an evolution of entrepreneurial and cultural management ideologies and practices. An analysis of the articulation of leaderism with public service reform in the UK is presented. The paper problematizes the construals of leadership contained within these texts and reflects on their promotion of leadership as a social and organizational technology. ‘Leaderism’ is argued to be a complementary set of discourses, metaphors and practices to those of managerialism, which is being utilized in support of the evolution of NPM and new public governance approaches in the re‐orientation of the public services towards the consumer‐citizen.     

NEW PUBLIC MANAGEMENT FOR THE ‘CLASSICAL CONTINENTAL EUROPEAN ADMINISTRATION’: MODERNIZATION AT THE LOCAL LEVEL IN GERMANY,FRANCE AND ITALY

The article is aimed at analysing New Public Management (NPM) reforms at the local level in Germany, France and Italy. The case selection is justified by the fact that these three ‘classical’ Continental European countries have largely been missing from comparative administrative research thus far. The article focuses on local governments, since in all three countries these are considered the NPM forerunners and are acknowledged to be more advanced in reform implementation than are upper levels of government. Against this background, the purpose of this contribution is twofold. On the one hand, we wish to show to what extent and with what effects the NPM agenda has been taken up at the local level in Continental Europe. On the other hand, taking a comparative perspective over time, we wish to ask whether or not there has been increasing convergence or divergence between the three countries as a result of these reforms.     

BUREAUCRATIC VALUES AND RESILIENCE: AN EXPLORATION OF CRISIS MANAGEMENT ADAPTATION

The concept of resilience has gained currency as a motif under which governments have sought to improve their responses to crises. At the heart of this agenda is an understanding that crisis management must be adaptable. Yet crises continue to expose the intransigent nature of central bureaucracies. This article addresses this issue by exploring how bureaucratic values can affect the ability of agents to adapt to the challenges of crises. Data are generated from a series of interviews with crisis managers who operate in a policy chain that connects the European Union to the United Kingdom. The data indicate that two well‐entrenched bureaucratic value‐sets, relating to efficiency and procedural rationality, have profound consequences for the resilience agenda.     

Russian Central Government Budgeting and Public Sector Reform Discourses: Paradigms,Hybrids, and a “Third Way”

ABSTRACT

This study explores how public sector reform discourses are reflected in Russian central government budgeting. Through the lenses of institutional logics, Russian central government budgeting is considered to be a social institution that is influenced by rivaling reform paradigms: Public Administration, New Public Management (NPM), the Neo-Weberian State, and New Public Governance. Although NPM has dominated the agenda during the last decade, all four have been presented in “talks” and “decisions” regarding government budgeting. The empirical evidence illustrates that the implementation of management accounting techniques in the Russian public sector has coincided with and contradicted the construction of the Russian version of bureaucratic governance, which is referred to as the vertical of power. Having been accompanied by participatory mechanisms and a re-evaluation of the Soviet legacy, the reforms have created prerequisites for various outcomes at the level of budgeting practices: conflicts, as in the UK, and hybridization, as in Finland.     

Weberian Public Administration Versus New Public Management in Eastern Europe: The Case of Romania

As a recent member of the European Union (EU), Romania aligned its public policies to Westernized models of civil service reform. This article critically analyzes the impact of Human Resource Management (HRM) models as compared to a Weberian Easternized public administration culture, which continues to display strong hierarchical relationships, rather than the “networked” governance favored by some Western European countries.

The focus will be on the development of HRM policies and practices, taking as a set of case studies Romanian central government organizations. The key problem to be addressed is to understand why such organizations remain locked in ineffective systems of personnel administration. Yet, Romania, along with other Eastern European states, has been exposed to international reform movements in public management through policy transfer. The article will look for evidence of New Public Management (NPM)-type practices, in addition to HRM.

Moreover, the countries of Eastern Europe are far from homogeneous, and so an understanding of both the institutional and cultural context is crucial to ascertain the acceptability of NPM. In the case of Romania, this article considers HRM developments in a multi-culturally influenced state, which has also experienced Socialist regimes. However, policy innovations have started to appear, not only as a consequence of the international diffusion of “good practice” and “policy learning, ” but also stemming from the demands of European directives. Thus, the aim of this article will be to assess the role of policy learning in relation to HR reform in the public service.     

Is resilience enough? The macroprudential reform agenda and the lack of smoothing of the cycle

After the financial crisis, central banks were entrusted with implementing an ambitious macroprudential reform agenda. The goal was arguably twofold: to increase the resilience of the financial system and to lower the amplitudes of the financial cycle. A decade later, the implementation of the agenda is characterized by the pursuit of measures to raise the resilience of the financial system, while tools to smoothen the cycle have been rather sidelined. To explain this difference in implementation efforts, the article combines ideational scholarship with the analytical stance of reputational theory and analyses the technocratic debate over macroprudential strategy among policy‐makers of the Fed, the Bank of England (BoE) and the European Central Bank (ECB). The article identifies reputational concerns linked to the need for discretionary interventions, the uncertain scientific status of the concept of the cycle and missing metrics as causes for concern, leading most central banks to shy away from forcefully implementing this policy goal.     

OUTCOME-BASED PUBLIC MANAGEMENT AND THE BALANCE OF POWERS IN THE CONTEXT OF DIRECT DEMOCRACY

We argue that direct democracy forms a specific context for NPM reform, with the voting population as a third agent beside legislature and executive constituting a considerable limit to the legislature's political steering capacity. In this context we expect that NPM will lead to a shift in political power between sovereign, legislature and administration. This article investigates the possibilities of outcome-based public management to ameliorate public action under these circumstances. The findings of the analysis of the NPM reform in the Swiss city of Bern indicate that problems of outcome-based public management are accentuated in a direct democratic system. The puzzling finding is that while the political players themselves see a shift in power between the electorate, legislature and executive, they are doing nothing to compensate this shift.     

Therefore,Is Bureaucracy Dead? Making a Case for Complementarity of Paradigms in Public Administrative Thinking and Discourse

Public Administration has gone through conceptual development to inject renaissance and public value creation. The literature provides a battleground of ideas between bureaucracy, new public management and post NPM with the latter ones chastising bureaucracy. The new developments should be seen as perfecting and correcting some of the extremes of bureaucracy but cannot replace it entirely. Owing to the broad nature of the public sector coupled with complex goals, agencies and mandates; this paper argues for a synergistic relationship and harmonization of the principles espoused by each paradigm; because each may be applicable in specific context, sector and periods.     

Public Sector Reform in Central Asia and the Caucasus

Many developing countries are constantly seeking to reform their public services as part of a wider agenda which supports moves to a market economy and better governance arrangements. Some have embraced public management reforms as the template for their activities with limited success. This paper considers existing research on the impact of public sector reform in developing countries and offers an alternative approach, through case studies of Azerbaijan, Georgia and Kazakhstan, based on two keys elements: an agenda which attempts to shift developing countries to an outcomes based accountability approach operationalized through a “quality of life” framework; and, peer‐to‐peer learning.     

RESTRUCTURING WEBERIAN BUREAUCRACY: COMPARING MANAGERIAL REFORMS IN EUROPE AND THE UNITED STATES

In much of the international public administration literature, New Public Management (NPM) already appears to be bogged down in a quagmire of critical revisions and assessments. Although some criticisms are well founded, there can be no doubt that NPM represents a trend which has considerably affected public‐sector decision‐making worldwide. This article takes the examples of the Southern European bureaucracies, where NPM‐inspired reforms were introduced later than in the English‐speaking world, but have nevertheless played a decisive role in the political agenda of both socialist and conservative governments. The paper presents the results of a comparative study of administrative reforms in five European countries as well as the USA during the 1980s and 1990s. The comparison is based on three specific dimensions (central bureaucracies’ formal structure; civil service organization; administrative processes), enabling us to systematically measure and compare the progress of the various countries subsequent to the cycle of managerial reforms.     

Improving Public Service Delivery: The Crossroads Between NPM and Traditional Bureaucracy

This article analyses a New Public Management (NPM) style of reform recently introduced in Portuguese public administration. The reform introduces new organizations to a method of delivering public services called 'Citizen Shops' (CS) ( Lojas dos Cidadãos ). Several public services are concentrated in a single building whose management follows the practices of the private sector concerning service delivery and opening times, rather like a 'shopping centre'. 'Citizen Shops' is a kind of agencification and is an attempt to avoid the constraints of civil service red tape and bureaucratic resistance to change. The author argues that the extent to which new ideas were imported from NPM was limited and constrained by the institutional framework and the culture prevailing in Portuguese bureaucracy. Citizen Shops reproduced the hierarchical and centralized nature of service delivery and followed the traditional patterns of control. The prevailing structure is an important constraint on NPM development.     

NPM Reforms in Napoleonic Countries: A Comparative Study of Management Accounting Innovations in Greek and Italian Municipalities

This is a comparative study of the rationale and effects of management accounting innovations in Greek and Italian municipalities, as part of the NPM reform in the public sector. This article aims to understand the extent of adoption of accounting innovations in Greek and Italian municipalities, and the factors affecting the specific techniques in use. The study reports on a survey based on medium-sized and large Italian and Greek municipalities, targeted at public municipalities’ accountants, the users of accounting techniques. The study identifies the intended purposes of NPM reform and, particularly, management accounting innovations, analyzes a set of factors that affect the implementation of management accounting technologies, and discusses determinants and features of such innovation on a comparative perspective.     

Customization in Civil Service Training: Implications for Outsourcing Human Resources Management

In the public sector, central training institutes once played an irreplaceable role in formulating training policies and providing training programs to government employees. The introduction of new public management (NPM) has stimulated a reform agenda in human resources (HR) management, resulting in a shift from centralized training to decentralized or outsourced training; to be precise, making civil service training more demand-driven and lessening the role of central training institutes. Local-level governments and agencies have acquired more autonomy in deciding whether to provide training in-house, or to purchase relevant services from private providers. In addition, dramatic institutional, economic, and operational changes in the public sector in the twenty-first century have brought about competition among governments worldwide in terms of innovative and creative ideas, prompting them to equip their employees with the relevant skills for the governments to remain competitive. This study explores how civil service training in Hong Kong has been decentralized and customized from the viewpoint of civil servants being trainees, and assesses the role of the Civil Service Training and Development Institute as a centralized training institute for Hong Kong civil servants within the modern, decentralized, and consumerized HR management regime.     

Eu Programme Management 1977‐96: A Performance Indicators Analysis

Measuring the performance of public services and programmes is now a generally accepted part of the scenery of public management. In practice, it is often honoured more in the breach than the observance owing to well‐known technical and epistemological problems. In the absence of reliable performance data, normative assumptions may prevail on policy makers and managers alike which are at variance with objective reality. The critique and attempted reform of EU programme management is often based on such assumptions. This paper attempts to provide an empirical and epistemological basis to the judgment of EU programme management by identifying appropriate performance indicators, collecting data on them from audit reports over a 20‐year period and constructing a methodology for analysis. Criteria for reliable sources and the effect of intervening variables on the results are discussed. The paper reviews the evidence of the aggregate data collected for the five major EU spending areas, and suggests some conclusions questioning both commonly held assumptions about, and models for, the reform of EU programme management.     

New Public Management Reforms in the Italian Universities: Managerial Tools,Accountability Mechanisms or Simply Compliance?

Since 2009, a cross-sectorial reform based on the New Public Management (NPM) principles introduced a performance management system in Italian universities. On the basis of the analysis of the documents regarding the performance management system produced by 60 public Italian universities as a result of the reform implementation, the paper investigates the performance management tools in relation to both completeness and use of them. The analysis highlights that the universities have implemented performance management tools in an unstructured and nonhomogeneous way. This allows formulation of hypotheses on the main determinants of this unsatisfactory result.