The Resilience of New Public Management
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Product details:
- Publisher OUP Oxford
- Date of Publication 6 February 2024
- ISBN 9780198883814
- Binding Hardback
- No. of pages402 pages
- Size 240x162x27 mm
- Weight 758 g
- Language English 460
Categories
Short description:
The Resilience of New Public Management examines the role and significance of New Public Management (NPM) in contemporary society, and explores its emergence and resilience.
MoreLong description:
The Resilience of New Public Management examines the role and significance of New Public Management (NPM) in contemporary society, and explores its emergence and resilience.
Eminent scholars have said that NPM only existed from 1980-2000, and that we now live in a post-NPM world. This book tells a very different story. Evidence is presented in this book of 40 years of continuous NPM in public services, including government agencies, universities, and health care. NPM has diffused across sectors and globally since the 1980s, and in the process mutated to become modernization. It also coexists with alternative models of managing public services, including models such as digital era governance and network governance which were considered replacements for NPM. The capacity of NPM to mutate has caught many of its critics by surprise. This capacity for NPM to reinvent itself includes the adoption of Lean Management, the Toyota Production System. Early NPM adopter countries engaged with the use of Lean Management techniques, but late NPM adopters did not. The most recent alternative to NPM is Trust-based management, which has made significant advances in Scandinavian countries. However, Trust-based management is closely linked to proto-NPM and NPM practices and it has itself mutated to present itself as a friendlier and more supportive version of NPM, which at the very least deserves close scrutiny. The above trends are indicative of the resilience of NPM, and its intuitive appeal for policymakers. Its advocates argue that NPM has the capacity to deliver policy outcomes, but this book shows that such claims and aspirations are not always matched by the evidence of NPM in action.
Table of Contents:
Part 1: MATURE NPM
The Emergence and Resilience of NPM
Mature NPM: Metrics, 'Gaming and What Limits It
Twenty-Five Years of the Audit Society: A Personal Reflection
Part 2 : NPM IN ACTION
Lean in Public Services: Promotion, Critique and 'Alternative Facts'
Four Decades of NPM and Australian universities : Elasticity of NPM practices
Forty years of NPM in Dutch local government: more accounting and efficiency, less democratic control?
Tackling austerity: reconsidering the relevance of governmental capacities for resilience
Hard and Soft NPM
Part 3 : ALTERNATIVE MODELS TO NPM
NPM? No thanks -We want bureaucracy!
Co-Existence ? NPM in a Network World
Trust-based management in the City of Oslo: Implementing a new managerial super-standard?
Co-Production-An ethnographic analysis of local services with renewed “traditional” methods?
Value creation and public service delivery
Part 4: FINALE
Accounting change in the UK Public Sector: was it all worth it?
NPM (2.0) - A Blast from the Past
