The new public management and its critics |
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| Institution: | 1. School of Politics and International Relations, Australia and New Zealand School of Government, Yeende Wing, JG Crawford Building, Australian National University, Canberra, ACT 0200, Australia;2. Not-for-Profit and Community Management Program, Management Discipline Group, UTS Business School, University of Technology, Sydney, City Campus, PO Box 123, Broadway, NSW 2007, Australia;1. Institut de Recherche Interdisciplinaire en Sciences Sociales (IRISSO), Université Paris-Dauphine, Place du Maréchal de Lattre de Tassigny, 75016 Paris, France;2. Centre de Sociologie des Organisations (CSO), Sciences Po-Paris, 19 rue Amélie, 75007 Paris, France;1. School of Management, Xi’an Jiaotong University, 28 Xianning W Rd, Xi''an, Shaanxi, China;2. School of Management, University of Science and Technology of China, 96 Jinzhai Road, Hefei, Anhui, China;3. College of Business Administration, University of Texas at EI Paso, 500 W. University Ave., El Paso, TX 79968, USA |
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| Abstract: | It is possible to view the New Public Management as nothing more than the public management equivalent of a cake recipe, a set of practices that can be readily transferred from one culture and one political system to another. If such is the case, then discussions of principles and paradigms are academic; it is necessary only to identify best practices. It will then be up to politicians to realize that they have only to open the book, follow the instructions, and reap the rewards. However, even within the Oecd countries such a possibility is not plausible. Within Europe, there are substantial differences in the political and cultural traditions of Oecd countries. And diversity within the Oecd goes beyond to include Mexico, Japan and Korea but also the former communist countries of Hungary, the Czech Republic and Poland. Since the applicability and effectiveness of New Public Management concepts will vary considerably from one country to another, we are left with a considerable challenge: How might we apply these concepts to new settings? |
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