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All the King's Horses and All the King's Men: Putting New Zealand's Public Sector Back Together Again
8 references·16 citing·43 second hop
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AN EMPIRICAL STUDY (2007)Accrual Accounting in EU Local Governments: One Method, Several Approaches (2009)Rediscovering institutions: the organizational basis of politics (1990)Strategic Responses to Institutional Processes (1991)National versus international mergers in unionized oligopoly (2006)The impacts of new public management in Europe: a meta-analysis (2011)Searching for impacts in performance-oriented management reform: A review of the European literature (2013)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The formalization of the university: rules, roots, and routes (2012)Analysing the literature on university social responsibility: A review of selected higher education journals (2017)An analysis of university sustainability reports from the GRI database: an examination of influential variables (2018)The Evolution of Cooperation (1981)Institutions, Institutional Change and Economic Performance (1990)Institutions, Institutional Change and Economic Performance (1991)Agents or Stewards: Using Theory to Understand the Government-Nonprofit Social Service Contracting Relationship (2006)The Oxford Handbook of Inter-Organizational Relations (2008)Deliberating in the Real World (2006)A Critique of the New Public Management and the Neo-Weberian State: Advancing a Critical Theory of Administrative Reform (2007)Toward a New Era of Administrative Reform? 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this work references cited by second hop

References

  • 2000Governing the Hollow State1,180 cited
  • 1999Getting agencies to work together: the practice and theory of managerial craftsmanship734 cited
  • 1995The New Zealand Experiment: A World Model for Structural Adjustment?724 cited
  • 2019The New Public Management678 cited
  • 2001New public management : the transformation of ideas and practice676 cited
  • 1996The spirit of reform : managing the New Zealand state sector in a time of change301 cited
  • 2002The End of the Line? Accountable Governance in the Age of Networks, Partnerships, and Joined‐Up Services296 cited
  • 1995EMERGING ISSUES IN PUBLIC ADMINISTRATION227 cited

Cited by

  • 2010University governance reforms: potential problems of more autonomy?264 cited
  • 2006Performance Management and Public Sector Reform: The Norwegian Hospital Reform98 cited
  • 2008BEYOND NEW PUBLIC MANAGEMENT: AGENCIFICATION AND REGULATORY REFORM IN NORWAY93 cited
  • 2008The Role of Public Agencies in the Policy Making Process86 cited
  • 2019Administrative coordination capacity; does the wickedness of policy areas matter?86 cited
  • 2007Is there now a new ‘New Zealand model’?80 cited
  • 2003Coping with Complex Leadership Roles: The Problematic Redefinition of Government‐owned Enterprises

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72 cited
  • 2012Global Ideas and Modern Public Sector Reforms63 cited
  • 2013Why Reforms So Often Disappoint62 cited
  • 2006The Whole-of-Government Approach – Regulation, Performance, and Public-Sector Reform54 cited
  • 2015Hybrid Collaborative Arrangements: The welfare administration in Norway – between hierarchy and network47 cited
  • 2009How to Carry Out Joined-Up Government Reforms: Lessons from the 2001–2006 Norwegian Welfare Reform47 cited
  • 2005The Norwegian state transformed?42 cited
  • 2012Contrasting New Public Management (NPM) Versus Post-NPM Through Financial Performance35 cited
  • 2005Public Service Reform and Policy Capacity: Recruiting and Retaining the Best and the Brightest35 cited
  • 2019Coordination Quality in Central Government – the Case of Norway34 cited