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The State Administration Database

Administrative reform - Changing Leadership Roles?

Please note: This page may contain data in Norwegian that is not translated to English.

Author
Christensen, Tom

Year
2001

Publisher
Governance, 14 (4): 457–480. Blackwell, Malden, MA.

Type of publication:
Tidsskriftsartikkel

Link to publication:
http://www.blackwell-synergy.com/action/showPdf?submitPDF=Full+Text+PDF+%28123+KB%29&doi=10.1111%2F0952-1895.00169

Number of pages:
24

Language of publication:
Engelsk

Country of publication:
USA

NSD-reference:
2664

This page was last updated:
2007-09-12 12:02:33.763

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.