Christensen, Tom & Per Lægreid (2001):
New Public Management. The transformation of ideas and practice.
Aldershot: Ashgate Publishing Limited.
Please note: This page may contain data in Norwegian that is not translated to English.
Type of publication:
Bok
Link to review:
http://los.rokkan.uib.no/DiaInfo.cfm?info=2385
Number of pages:
353
ISBN:
0 7546 1536 7
Language of publication:
Engelsk
Country of publication:
UK
NSD-reference:
1825
This page was last updated:
22/8 2007
Affiliations related to this publication:
- Stat
Publikasjonens datagrunnlag:
- Komparativ mellom land
Land som er gjenstand for studien:
- Australia
- New Zealand
- Norge
- Sverige
Verkemiddel i den konstituerande styringa:
- 1.1 Organisering generelt
- 1.2 Endring i tilknytningsform
- 1.3 Privatisering/markedsretting
- 1.7 Personaladministrative/demografiske verkemiddel
Verkemiddel i den operative styringa av ststlege verksemder:
- 2.1 Formell styringsdialog
- 2.2 Kontraktslignande avtaler
Studieoppdrag:
- Forskning
Studietype:
- Beslutningsprosessar
- Iverksetting/implementeringsstudie
- Effektstudie/implikasjoner/resultater
- Kartlegging/kunnskapsgrunnlag
Type effekt:
- Kostnadseffektivitet
- Samfunnseffektivitet
- Strukturelle og styringsmessige effektar
- Verdimessige effektar
- Effekter i arbeidslivet
- Effekter på forvaltningskultur
Sektor (cofog):
- Utøvande og lovgivande myndigheiter K
- Staten generelt
Summary:
This book examines the dynamics of comprehensive civil service reform in Norway, Sweden, New Zealand and Australia. During the past 15 years, New Public Management has evolved into a new international administrative orthodoxy. This book challenges the globalisation thesis, which maintains that NPM is spreading fast around the world and generating convergence between civil service systems. We argue that administrative reforms are transformed by a complex mixture of environmental pressure, polity features and historical and institutional contexts and that this transformation implies substantial divergence and organisational variety and heterogeneity. There is therefore a need to look behind the new NPM orthodoxy and to develop a more differentiated view of the problems of governing the public sector. Three forms of transformation of NPM are studied in this book. First, the transformation of the reforms themselves, which is examined by focusing on NPM reform processes, ideas and content. Second, the transformation of administrative systems - i.e., the effects of NPM reforms on political-administrative control, organised interests, policy capacity and governmental culture. Third, the transformation of theory and the implications of NPM for reform theory and democratic ideas.