Article1992

CHANGE IN THE MANAGEMENT OF PUBLIC SERVICES

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Public Policy and Administration Research Public Administration in Developing Nations Public Administration and Political Analysis

Abstract

This article identifies the main themes in recent changes in public sector management and shows the extent of the challenge to past organizational assumptions. While recognizing the objectives of the changes could bring benefits if realized, it argues that there are a series of issues that are unresolved. The language of consumerism, the development of government by contracts, the form of performance management and the use of quasi‐markets are seen as creating problems. These are seen as deriving from an attempt to apply approaches drawn from the private sector to the public domain. It is argued that they need to be balanced by approaches that recognize the values of the public sector.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields 1975Markets and Hierarchies

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2005The Politics of Path Dependency: Political Conflict in Historical Institutionalism 1996Paradox, Defense and Attachment: Accessing and Working with Emotions and Relations Underlying Organizational Change 2016Foundations and trends in performance management. A twenty-five years bibliometric analysis in business and public administration domains 2005The Antecedents of Middle Managers’ Strategic Contribution: The Case of a Professional Bureaucracy 1995FROM PUBLIC ADMINISTRATION TO PUBLIC MANAGEMENT: REASSESSING A REVOLUTION?2008ENTREPRENEURIAL LEADERSHIP IN THE ENGLISH PUBLIC SECTOR: PARADOX OR POSSIBILITY?2001National, International and Transnational Constructions of New Public Management

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