Christensen, Tom og Per Lægreid (1999):
New Public Management - Design, Resistance, or Transformation? A study of How Modern Reforms Are Received in a Civil Service System.
Public Productivity & Management Review, Vol. 23 No. 2, December 1999.
Publikasjonstype:
Tidsskriftsartikkel
Omtale:
http://los.rokkan.uib.no/DiaInfo.cfm?info=2286
Kommentar:
Finst også som Særtrykk S0003 ved Rokkansenteret, og Særtrykk Nr 10 (1999) ved Institutt for administrasjon og organisasjonsvitskap, UiB.
Antall sider:
25
ISSN-nummer:
0802-927X
Publiseringsspråk:
Engelsk
NSD-referanse:
1824
Disse opplysningene er sist endret:
20/8 2007
Horisontal dimensjon:
- Stat
- Departement
- Sentraladministrative organ (direktorat m.m.)
Publikasjonens datagrunnlag:
- Primærdata
- Kvantitativ
- Kvalitativ
- Spørreskjema
- Intervju
Land som er gjenstand for studien:
- Norge
Studieoppdrag:
- Forskning
Studietype:
- Iverksetting/implementeringsstudie
- Effektstudie/implikasjoner/resultater
- Kartlegging/kunnskapsgrunnlag
Type effekt:
- Kostnadseffektivitet
- Strukturelle og styringsmessige effektar
- Verdimessige effektar
- Driftskostnadsmessige effektar
Sektor (cofog):
- Staten generelt
Sammendrag:
This paper analyse what is happening to New Public Management (NPM) ideas when they are facing the civil service in Norway. The focus is upon how the reforms are received by the executives in their daily routines and own particular field of work. The empirical data are about how civil servants have experienced relevance and effects of NMP-reforms and what future reform priorities they have. The introduction of the reforms is analyzed from a trasformative perspective. The argument is that we are confronted with a Norwegian version of civil service reform where NPM seems to supplement established prosedures and working methods more than replacing them. Some elements are adopted more than others, i.e. management elements more than market elements. The administrative reforms undergo a screening process wherby they are fltered, modified and refined.