CHANGING DEVELOPMENTS IN NPM

Global developments have meant that nations increasingly compete on a variety of levels.[1] The OECD Report on Regulatory Reform, vol. I and II. OECD, Paris, 1997. [Google Scholar]The basis of competition between nations is not only in terms of market share, but also in the scale, shape and role of their public sectors and the regulatory regimes that are emerging within them. Since the early 1980s there has been growth in industrialised economies and increasing attempts across a large number of different jurisdictions to scale down and reform the large public sectors characteristic of the old Soviet bloc countries and to a lesser extent ‘welfarist’ social democratic regimes.     

What Works and Why? Lessons from Public Management Reform in Malaysia

This article examines the Malaysian experience with public management reform to verify arguments about various reform models. Drawing on empirical data, it investigates reforms that have worked and those that have had limited impacts on public service improvements. It identifies critical success factors that determine reform outcomes and concludes that for reforms to succeed a combined top–down and bottom–up approach is crucial. It argues that while diagnostic and problem-oriented reforms have a better chance of being successful, the value of best-practice reforms should not be discounted. The cumulative impact of such reforms can be significant, as the Malaysian case demonstrates.     

Forget “Blind Leading the Seeing” – Improving Public Service Management

The aim of this research is to identify the most effective public service management approaches for outsourced services. Our focus is on the phases of transition and service management post provider selection. To reach this aim, comparative case studies across sectors were conducted. The studied cases indicate that managing an outsourced service should not be a separate area of public management research nor practice, but rather a part of service management. Best practices in (outsourced) public service management are provided. Management focus on transition phase after provider selection, performance measurement, and evaluation will bring efficiency to public sector service production.     

New Public Management and Democratic Participation: Complementary or Competing Reforms? A South African Study

Abstract

Administrative and participatory reforms are common in developing countries, often introduced together and expected to complement each other. Some observers question whether the reforms do complement each other, however, specifically suggesting that the two types reflect different relational and governance patterns. Based on such thought, a “differential relationship influence hypothesis” is presented and tested, investigating whether new public management (NPM) reforms complement or compete with democratic‐participatory reforms. Econometric analysis of survey data shows that South African municipalities adopt NPM reforms more readily when influenced by top–down intergovernmental relationships but adopt participatory reforms more readily when faced with bottom–up civic influences. This evidence supports the hypothesis and indicates that administrative and participatory reforms may not complement each other. The study also indicates a common administrative culture effect on both types of reform adoption—differential relational influences can be tempered by experimental and change‐minded administrators in local governments.     

Governance of Education in the United Kingdom: Convergence or Divergence?

Abstract

This article considers how structures and processes of governance in education have changed in England, Wales, Scotland and Northern Ireland over recent years, setting this discussion within the context of debates about the nature of governance and governing in public services more generally. It is argued, firstly, that governance needs to be considered as a comprehensive concept that encompasses both the role of the state and the range of other actors and processes through which educational provision is steered; and secondly, that governance is essentially about power: its distribution and its use. The article draws on these key ideas to explore the similarities and differences between the experiences of the four constituent jurisdictions of the United Kingdom over recent years. It considers whether the approaches in the jurisdictions are converging or diverging, the reasons underlying this, and prospects for the future. It is concluded that, while national histories and cultures have served to maintain very distinctive governance identities among the jurisdictions, international trends, and the ways in which governments respond to these, are putting these identities under considerable pressure.     

Auditee Strategies: An Investigation of Auditees’ Reactions to the Norwegian State Audit Institution’s Performance Audits

This article contributes to theory on accountability—how it is played out and responded to. It uses the Norwegian State Audit Institution as an illustration. The responses of the audited entities to the SAI’s institutional pressure were identified through an analysis of four different cases. Four auditee strategies were identified. They indicate that the performance audit has impact when the auditees agree with the conclusions of the SAI. Sanctions from the control committee and the Parliament are equally important. Even though the extent of sanctions and conflict of opinion matter for the auditees’ responses, the effects are context dependent.     

Maturation of Public Administration in a Multicultural Environment: Lessons from the Anglo-Saxon,Latin, and Scandinavian Political Traditions

Abstract

A comparative analysis is made of three different models of public administration: the Anglo-Saxon, the Latin, and the Scandinavian. The purpose of this comparison is to analyze how these ideal-types of public administration handle the issue of power. Our argument is that without understanding and facing the issue of the amount of power that bureaucrats and politicians possess in any society, public administration will continue to be handicapped to understand the dynamics of the real world and therefore grow as a discipline. This is so despite the universalist claims of the currently fashionable ideas of the New Public Management.     

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.