Public Management Reform. A Comparative Analysis

By G. Vinten. 2000

2,388 citations recorded by the source corpus.

Subfields: Law, Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a4a70b1e0ad47200417ef4f40a4c961a9ea175f5

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Citations in the corpus

Delivering Public Services: Time for a new theory? (2010, background): “This seminal article, and others, led subsequently to important debates both about the appropriateness of the managerial model for public services delivery and about its impact upon this delivery (for example, Metcalfe and Richards 1991 ; Kickert 1997 ; Flynn 2002 ; Pollitt and Bouckaert 2004 ).”
Accrual accounting in the public sector: the case of the New South Wales government (2002, background): “Additionally, operationalising the “general public” as a concept and measuring the socio-structural variables suggested by Luder present difficulties that outweigh the benefit of considering this variable which, at best, is thought to be a “background influence” (Pollitt & Bouckaert, 2000, p.33).”
Governance network theory: Past, present and future (2012, background): “Various authors claim that increasingly new initiatives are taken to overcome the drawbacks of NPM reforms (see for instance Christensen & Lægraid, 2007; Pollit and Bouckaert, 2004; Bouckaert et al, 2010).”
Strategy Content and Public Service Organizations (2004, background): “Although this phenomenon has been widely noted (see Boyne et al. 2003; Pollitt and Bouckaert 2000), it has not previously been placed in the context of a model of publicsector strategy.”
WHAT ' S VALUED MOST? SIMILARITIES AND DIFFERENCES BETWEEN THE ORGANIZATIONAL VALUES OF THE PUBLIC AND PRIVATE SECTOR (2008, background): “…infl uence of business-like approaches to government such as New Public Management ( Hood 1991 ), performanceoriented organizational management ( Pollitt and Bouckaert 2000 ) or management by measurement ( Noordegraaf and Abma 2003 ) on traditional public sector organizational values such…”
Open data policies, their implementation and impact: A framework for comparison (2014, background): “The Netherlands is a decentralized unitary constitutional state based on a parliamentary democracy (Pollitt & Bouckaert, 2004).”
Performance Management in Universities: Effects of the Transition to More Quantitative Measurement Systems (2012, background): “The characteristics of NPM vary from country to country and they have also changed over time (Pollitt and Bouckaert, 2004; Humphrey et al., 2005).”
Convergence: The Useful Myth? (2001, neutral): “First, the existence of the NPM provides a clear stimulus to academic production and a focus for academic debates – in short, for professional talk (see, for example, Derlien 1998; Guyomarch 1999; Kettl 2000; Pollitt 2000).”
How do politicians use performance information? An analysis of the Norwegian local government experience (2007, background): “Studying the impact of national context on the adaptation of popular ‘recipes’ is a common scholarly strategy in public administration (Christensen and Lægreid, 2002; Mouritzen and Svara, 2002; Pollitt and Bouckaert, 2004).”
Reform of the employment and welfare administrations — the challenges of co-coordinating diverse public organizations (2007, background): “Generally, increased specialization results in an increased need for coordination (Pollitt and Bouckaert, 2004).”
New Public Management: The Cruellest Invention of the Human Spirit?1 (2009, background): “The study of NPM is complicated by its unstable nature, with changes in NPM over time and in different settings (Pollitt and Bouckaert, 2000).”
Administrative reform in China's central government — how much `learning from the West'? (2008, background): “…studies of central reforms in Western democracies, where researchers have conducted in-depth interviews, done surveys and drawn heavily on publicly available government documents that give detailed analysis of official thinking (see Christensen and Lægreid, 2001, 2007; Pollitt and Bouckaert, 2004).”
The effects of HRM practices and antecedents on organizational commitment among university employees (2006, background): “This wave of reforms, which has swept across universities and other public organizations all over Europe, is known as ‘New Public Management’ (NPM) or ‘managerialism’ (Hood, 1991; Pollitt and Bouckaert, 2004).”
Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation? (2014, background): “Basically, the NPM argument on this point boils down to two conditions that create such a culture (Kettle, 1997; Pollitt and Bouckaert, 2004; Verhoest et al., 2007).”
Ambiguity in Policy Lessons: The Agencification Experience (2006, neutral): “However, the search for solutions was not prompted solely by fi scal problems; commissions and elected offi cials also pointed to the need for what Pollitt et al. (2004) term as ' democratic renewal ' and what Pierre (1993) calls ' legitimacy ' .”
Exploring The Diffusion Of Innovation Among High And Low Innovative Localities (2011, background): “Indeed, the emphasis on market structure and responsiveness to users are some of the key reforms introduced into public services during the last two decades (Boyne et al. 2003; Pollitt and Bouckaert 2004).”