THE ‘NEW PUBLIC GOVERNANCE’ AND EMPLOYABILITY SERVICES IN AN ERA OF CRISIS: CHALLENGES FOR THIRD SECTOR ORGANIZATIONS IN SCOTLAND

Third sector organizations (TSOs) have emerged as key players in the delivery of public services to assist jobless people to improve their employability and move from welfare to work. Drawing on in‐depth research with employability providers in Scotland, this article explores how TSOs have responded to the challenges of a rapidly changing public services environment. Specifically, we use the concept of the ‘New Public Governance’ to explore TSOs' relationships with UK, devolved and local government stakeholders. TSOs demonstrated a pragmatic approach to shaping their services to reflect the priorities of public funders, and identified some opportunities arising from the new emphasis on ‘localism’. However, the evidence suggests that opportunities for collaboration at times remained constrained by certain forms of ‘contractualism’ and top‐down performance management. Based on the evidence, lessons for future policy and practice are considered.     

A NEW EPOCH OF INDIVIDUALIZATION? PROBLEMS WITH THE ‘PERSONALIZATION’ OF PUBLIC SECTOR SERVICES

The paper discusses the role of the concept of ‘personalization’ in New Labour policy on the reform of public sector services. The analysis points to the contradictory ways in which the concept has been used in both policy statements, in the work of various authors, and in the think tank Demos, which has been closely associated with the diffusion of the concept. The correlative uncertainties with respect to implementation are discussed and related to the use of ‘epochal’ forms of argument in the justification of this latest instalment of public sector reform in the United Kingdom.     

AN EXPLORATION OF WHY PUBLIC ORGANIZATIONS ‘INGEST’ INNOVATIONS

Organizational change sometimes occurs as organizations ‘ingest’ innovations from without. This process represents a vital form of organizational learning and adaptation to the external environment. This study seeks to understand the factors that predict the adoption of Foreign Professional Specialty Occupation Visas, or H‐1B visas, by Texas public school districts. The use of H‐1B visas to hire foreign skilled workers is a staffing innovation that is growing in use among public and private organizations. Three sets of factors frequently used in studies of organizational innovation are considered: organizational size and slack; attitudes and dispositions of organizational leaders; and environmental influences. The findings contribute to our understanding of ingested innovations, indicating that slack resources, influences from the task and institutional environments, and the organizational leader's disposition and behaviour relating to change influence the probability of adopting this staffing innovation.     

THE MANAGEMENT OF CHANGE IN PUBLIC ORGANIZATIONS: A LITERATURE REVIEW

This article presents a review of the recent literature on change management in public organizations and sets out to explore the extent to which this literature has responded to earlier critiques regarding the lack of (public) contextual factors. The review includes 133 articles published on this topic in the period from 2000 to 2010. The articles are analysed based on the themes of the context, content, process, outcome, and leadership of change. We identified whether the articles referred to different orders of change, as well as their methods and theory employed. Our findings concentrate on the lack of detail on change processes and outcomes and the gap between the common theories used to study change. We propose an agenda for the study of change management in public organizations that focuses on its complex nature by building theoretical bridges and performing more in‐depth empirical and comparative studies on change processes.     

PUBLIC AND PRIVATE SECTOR MANAGERS OVER 20 YEARS: A TEST OF THE ‘CONVERGENCE THESIS’

This paper sets out to test the ‘convergence thesis’ in respect of managers in the public and private sectors in Britain. New Public Management (NPM) initiatives have had the objective of making managerial behaviour in public sector organizations more similar to that in the private sector. Based on unique national surveys undertaken in 1980, 1990 and 2000, using quite large random samples of fellows and members of the Chartered Management Institute (CMI), comparisons are made to investigate whether ‘convergence’ between public and private sector managers has actually occurred. The patterns are found to be complex and, although there are some signs of convergence, the two sectors continue to exhibit similarities, persistent differences and parallel movements evident in managerial attitudes, behaviour and experiences.     

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.     

‘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.     

MANAGING NETWORKS IN THE PUBLIC SECTOR: A THEORETICAL STUDY OF MANAGEMENT STRATEGIES IN POLICY NETWORKS

Public policy usually develops in complex networks of public, quasi-public and private organizations. It is now generally accepted that these networks set limits to the governance capability of the administration. A good deal less is known about the opportunities which policy networks offer for tackling social and administrative problems. This article deals with the way network management enables government organizations to benefit from networks. Building on the theoretical concepts of‘networks’and‘games’, two forms of network management are identified: game management and network structuring. Four key aspects can be identified for both of these management forms: actors and their relations, resources, rules and perceptions. At the same time, criteria for the assessment and improvement of network management are examined. The article concludes with a consideration of the limits of network management.     

SYMPOSIUM ON CHANGING MODES OF GOVERNANCE IN PUBLIC SECTOR ORGANIZATIONS: ACTION AND RHETORIC

This symposium grew out of the sub‐theme, ‘New Modes of Governance in Public Sector Organizations’, of the European Group for Organizational Studies (EGOS) Conference held in Ljubljana in July 2004. Our aim was to provide a forum to discuss the policy and practice and the space between in public sector management and governance within Europe.     

BRINGING STRUCTURES BACK IN: THE ‘GOVERNANCE NARRATIVE’, THE ‘DECENTRED APPROACH’ AND ‘ASYMMETRICAL NETWORK GOVERNANCE’ IN THE EDUCATION AND SPORT POLICY COMMUNITIES

We reflect upon the ‘governance narrative’ as a means of conceptualizing recent developments in the British state. Recent public administration research has advocated a ‘decentred approach’ that would reject the linear narrative of a shift from hierarchical to network governance. We seek to build on ‘decentring’ theorists' critique of existing governance literature by offering case studies of the education and sport policy communities, arguing that the ‘new’ governance form is present in these sectors, but only as an element of a state strategy, the effect of which is to reduce autonomy and increase dependence on the centre among actors outside the core executive. We use the case studies to reflect back on the utility of the decentred approach and suggest that the range of questions it might tackle could be expanded by allowing for a greater role for structures and institutions in explanation, alongside the ideas, culture and belief of actors.     

NEW PUBLIC MANAGEMENT IN PUBLIC EDUCATION: A CATALYST FOR THE PROFESSIONALIZATION OF SWEDISH SCHOOL PRINCIPALS

New Public Management (NPM) is one of the most significant reforms in public welfare in recent times. Making individual civil servants more dependent on the directions of the local manager than on common professional standards, previous sociological research argues that NPM results in a ‘deprofessionalization’ of civil servants. Taking a somewhat different approach, recent public administration research indicates that NPM may, at the same time, enhance the professional status of welfare managers. By integrating the literature on the sociology of professions and public administration, this article develops a theoretical framework for understanding the influence of NPM using the example of a professional project for school principals in Sweden. Taking a process‐oriented methodological approach, the result shows that Swedish school principals gained increased support for their professional project by the introduction of NPM. The article argues that NPM can function as a catalyst for welfare managers' professional projects.     

A GENDER ANALYSIS OF WOMEN IN PUBLIC–PRIVATE–VOLUNTARY SECTOR ‘PARTNERSHIPS’

The nature of work and traditional notions of the public sector have been changing with increasing collaborative governance and delivery of public services among public, private and voluntary sector organizations. In the UK, governments at national and devolved levels of government have adopted collaborative governance for service delivery through various networks and partnerships. This article explores collaborative governance from a gender perspective, specifically the perceptions of women in public–private–voluntary sector partnerships. While previous research in this area has explored aspects of collaborative governance such as power, trust, accountability, decision‐making, performance, exchange of information and participation, there is very little research on women within these networks. The article therefore provides a gendered analysis, disaggregating survey data to better understand the dynamics, for women, of collaborative governance and partnerships among public, private and voluntary sector organizations.     

MEMBERSHIP OF THE ‘NEW STYLE’ HEALTH AUTHORITIES: CONTINUITY OR CHANGE?

The 1989 White Paper 'Working for Patients' continued the process begun by Griffiths of managerial reform and the introduction of private sector concepts into the NHS. One of the new proposals was to change the composition and constitution of health authorities, both to avoid the assumed weaknesses of the existing format and to emulate the pattern found in the private sector.
The essence of the change was the removal of the representational elements on authorities, both of medical professionals and nominees from the local authority. The health authorities were reduced in size to just eleven members and for the first time executives were included. Previous attempts at reform within the NHS have been judged to have resulted in more continuity than change. This article examines in detail who the new members are and assesses the balance between continuity and change.
Despite a high level of continuity of membership, there are signs of more fundamental change. There is a significant increase in the proportion of non-executive members from the private sector and with the inclusion of executives, a stronger managerial role is emerging. The article concludes by assessing what the implications of these changes maybe.     

THE DYNAMICS OF PROFESSIONS AND DEVELOPMENT OF NEW ROLES IN PUBLIC SERVICES ORGANIZATIONS: THE CASE OF MODERN MATRONS IN THE ENGLISH NHS

This study contributes to research examining how professional autonomy and hierarchy impacts upon the implementation of policy designed to improve the quality of public services delivery through the introduction of new managerial roles. It is based on an empirical examination of a new role for nurses – modern matrons – who are expected by policy-makers to drive organizational change aimed at tackling health care acquired infections (HCAI) in the National Health Service (NHS) within England. First, we show that the changing role of nurses associated with their ongoing professionalization limits the influence of modern matrons over their own ranks in tackling HCAI. Second, the influence of modern matrons over doctors is limited. Third, government policy itself appears inconsistent in its support for the role of modern matrons. The attempts of modern matrons to tackle HCAI appear more effective where infection control activity is situated in professional practice and where modern matrons integrate aspirations for improved infection control within mainstream audit mechanisms in a health care organization.     

WOMEN’S MOVEMENTS AND NEW PUBLIC MANAGEMENT: HIGHER EDUCATION IN SWEDEN AND ENGLAND

This article considers change in academe in Sweden and England, focusing on gender equity and the new public management reforms. In drawing on social movement theory, it is argued that public sector agendas in these countries have been affected by the influences of their respective women’s movements as well as by the new public management. The article explores these developments through the experiences of a group of employees whose voices are heard infrequently in the literature, those in middle‐level academic positions in universities who are responsible for delivering change. It is argued that the rational, hierarchical, masculine discourses of the new public management offer challenges to women’s movement supporters, whose influences and responses are examined. It is contended that the use of social movement theory, as a vehicle through which to conceptualize change, offers a number of insights. These are: the contribution made to gender equity by women who are not self‐defined feminists or strongly committed to equal opportunities, known as femocrats; the contribution made by some supportive men to gender equity; and the potential for future collective opposition to the new public management from women’s movements.