New Public Management à la Française: The Case of Regional Hospital Agencies

In 1996, French authorities—committed to developing an innovative, decentralized style of public intervention in a country with a reputation for administrative conservatism and a historical bias toward centralization—created the Regional Hospital Agencies. The author asks whether these agencies exemplify the modernization of French public administration. A survey of all 26 such agencies indicates that they did introduce novel management practices and do, in fact, illustrate New Public Management " à la française."     

The Public Management of Risk: The Case for Deliberating among Worldviews

This article argues that the public management of risk faces inherent "wicked issue" problems which are further accentuated in the context of the contemporary regulatory state. It is suggested that in order to overcome these limitations and inevitable trade-offs, there needs to be a more conscientious effort in setting out distinct components of any public management of risk, which should be considered and discussed through the lens of distinct worldviews contrasting interpretations and solutions, as well as potential "black-spots." It is only by acknowledging limitations of any one strategy and by considering plural solutions that there is less likelihood of disappointment when dealing with crises and disasters.     

对新公共管理的几点反思

新公共管理是公共行政在新形势下的发展，它的一些理论和方法是值得我们借鉴的。但是，新公共管理是否能够成为一门独立的新学科，政府和政府官员是否是利己的，政府是否一定低效以及顾客导向等理论，是值得深入研究的。     

公共行政的发展与变迁:新公共管理的研究途径

新公共管理理论是公共行政领域最为引人注目的理论之一.它的兴起,既是对传统公共行政理论的矫正,也促进了政府变革的发展.本文就其主要理论基础进行介绍、分析与评述,并就其未来的发展进行预测和评论.     

Implementation of Modernization: Paradoxes in the Public Control of Higher Educational Institutions - The Case of Denmark

In Denmark, the public sector is currently undergoing modernization. New organizational structures, new forms of control and changed economic conditions are the challenges to public organizations in the 1980s. In this article the barriers to the implementation of modernization are discussed in relation to the higher-educational system. The conclusion is that the most prominent barrier to the modernization process is the planning philosophy of general public-sector policy and educational policy of the 1970s, and not institutional resistance. Thus, implementation processes need to be discussed not only from top-down and bottom-up perspectives but also from a more horizontal perspective.     

新公共管理：反思、批判与超越——兼评新公共服务理论

通过采用企业化政府的理念,新公共管理提高了效率,但也导致了公共性、公平、责任、价值诉求等公共管理价值的缺失.通过对新公共管理的反思和批判以及对新公共服务的理论基础、原则和内容的介绍,说明新公共服务在理论基础、价值选择、政府责任、公民精神方面不仅可以弥补和纠正新公共管理的偏颇,并可以替代新公共管理成为公共管理的发展趋势.     

The Impact of Electoral Reform on the Public Service: The New Zealand Case

October 1996 marked the beginning of a new era in New Zealand politics, with the advent of a system of proportional representation based on the German model. This article explores the impact of electoral reform on the public service. First, it summarises the extensive public sector reforms during the mid-to-late 1980s and considers the preparations undertaken by the public service for proportional representation. Second, it outlines the concerns and expectations about the likely consequences of the new electoral system on the bureaucracy. Third, against this background, the article examines the extent to which the public service has been affected by electoral reform. It is argued that despite some notable changes to the political environment within which officials operate, the overall impact of proportional representation on the public service to date has been modest. The analysis presented here is based on a series of interviews conducted during 1997 with ministers, senior public servants, ministerial advisers and parliamentary officials, along with a range of secondary sources.     

New Public Management and Management Education: Foundations of Successful Management Reform

International experience shows that the main objective of New Public Management (NPM) reform has predominantly been to overcome the current crisis in funding and public service delivery. The achieving this objective has involved adopting a philosophy of 'more for less' or, in other words, by enhancing 'value for money' in public service delivery. To this end,NPM reforms have generally aimed at replacing the inherited or traditional bureaucratic structure of management with a market – or at least a competition-based – contract arrangement. As is the case in any contested market setting, the main concern of state and public administration is no longer merely to ensure a legally correct application of laws, but also to use scarce resources as 'efficiently' as possible in the pursuit of the desired ends of increased productivity and 'more for less'.     

从新公共管理到新公共服务——西方公共行政理论的最新发展

自20世纪80年代以来,新公共管理理论在西方国家“突破官僚制”的行政改革中,逐渐成为主导性的行政范式。但新公共管理理论对经济、效率、效能的片面追求,使得民主、公民权和公共利益等公共行政应有的价值观念丧失殆尽。在此背景下,一种新的公共行政理论———新公共服务理论应运而生了。它在肯定新公共管理理论固有价值的基础上,对其理论与实践中的缺陷进行了批判,努力构建一种以公民权利和公共利益为指向、顺应现代公民社会发展要求的新的公共行政范式。     

Accountability and Entrepreneurial Public Management: The Case of the Orange County Investment Fund

This article presents a conceptual framework that illustrates four distinct types of accountability environments facing public managers. The framework is used as a heuristic tool to examine the broad facts and contexts surrounding the bankruptcy of the Orange County, California investment pool. The framework also suggests management philosophies and strategies that are appropriate for each type of accountability environment.     

新公共管理理论与我国政府管理模式的改进

新公共管理理论源于西方各国政府改革的实践,是一种新的公共行政理论和管理模式。我们应当积极借鉴其合理成份,立足国情实际,探索建设市场经济条件下有中国特色的政府管理模式,实现政府竞争力的全面提升。     

Questioning the New Public Management

Books reviewed in this article: Ali Farazmand (ed.), Privatization or Public Enterprise Reform? International Case Studies with Implications for Public Management B. Guy Peters, The Future of Governing     

Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management

A new public administration movement is emerging to move beyond traditional public administration and New Public Management. The new movement is a response to the challenges of a networked, multisector, no‐one‐wholly‐in‐charge world and to the shortcomings of previous public administration approaches. In the new approach, values beyond efficiency and effectiveness—and especially democratic values—are prominent. Government has a special role to play as a guarantor of public values, but citizens as well as businesses and nonprofit organizations are also important as active public problem solvers. The article highlights value‐related issues in the new approach and presents an agenda for research and action to be pursued if the new approach is to fulfill its promise.     

Variations in Organizational Participation in Government: The Case of Denmark*

The main purpose of this article is to refine, modify, and elaborate some central propositions and assumptions in the scholarly debate on corporatism or corporate pluralism. The empirical base is a data archive containing information on practically all interest groups in Denmark. Hypotheses are formulated and tested concerning variations in direct representation and participation of interest groups in public policy-making across (a) types of interest groups, (b) organizational resources, (c) organizational structures, and{d) political issue areas. Contrary to prevailing propositions in the literature on corporatism, the Danish case shows that corporate structures and practices go hand in hand with a system of interest groups characterized by myriads of interest groups, and an overall, rather decentralized structure.     

Forgoing New Public Management and Adopting Post‐New Public Management Principles: The On‐Going Civil Service Reform in Israel

Since the 1980s, New Public Management (NPM) and post‐NPM reforms have dominated attempts to improve public administration. The literature suggests several reasons for the latter approach. However, these explanations seem to be less relevant to the ongoing civil service reforms in Israel. The Israeli experience is an example where NPM reforms did not occur, but post‐NPM reforms were adopted enthusiastically decades later. Our findings demonstrate how under the structural conditions of both non‐governability and bureaucratic centralization, post‐NPM reforms may provide an attractive layering strategy, offering the option of changing certain features of the system without requiring a drastic, comprehensive overhaul of it. Once Israeli decision makers decided that there was a real public demand for reform, and long‐term learning and diffusion processes convinced them that change was needed, the characteristics of the post‐NPM approach made it much easier politically for them to adopt. Copyright © 2016 John Wiley & Sons, Ltd.