Cutback Management and the Paradox of Publicness

Abstract

Cutback management in the public sector poses unique problems. More than 30 years ago, Charles Levine illustrated these problems by discussing the paradoxes of cutback management in public organizations. Building on Levine's work on cutback management and developments in publicness theory, the author provides a contemporary perspective on cutback management. He asserts that publicness creates paradoxical tensions in different domains such as organizational goals, employee motivation, and organizational performance. These tensions need to be embraced in both theoretical discussions of and practical engagement with cutback management. Instead of a short-term, reductionist approach to cutback management, a holistic and long-term perspective is necessary.

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