Christensen, Tom (2001):
Administrative reform - Changing Leadership Roles?
Governance, 14 (4): 457–480. Blackwell, Malden, MA.
Please note: This page may contain data in Norwegian that is not translated to English.
Type of publication:
Tidsskriftsartikkel
Link to publication:
Number of pages:
24
Language of publication:
Engelsk
Country of publication:
USA
NSD-reference:
2664
This page was last updated:
12/9 2007
Affiliations related to this publication:
- Stat
Publikasjonens datagrunnlag:
- Case studie
- Komparativ mellom land
Land som er gjenstand for studien:
- New Zealand
- Norge
Verkemiddel i den konstituerande styringa:
- 1.1 Organisering generelt
- 1.2 Endring i tilknytningsform
Studieoppdrag:
- Forskning
Studietype:
- Effektstudie/implikasjoner/resultater
Type effekt:
- Samfunnseffektivitet
- Strukturelle og styringsmessige effektar
- Verdimessige effektar
Sektor (cofog):
- Staten generelt
Summary:
Three interwoven change elements characterize New Public Management: substantial horizontal and vertical specialization, substituting an integrated sector model for a fragmented functional model, and extensive use of contracts as part of a "make the manager manage" kind of incentive system. This article discusses the effects and implications of these reform elements on political-democratic processes in general, and on political, administrative, and public enterprise leadership roles more specifically. Examples from Norway and New Zealand illustrate the discussion.