Public-sector transformation in South Africa

Philip Wenzel
Additional contact information
Philip Wenzel: Philip Wenzel is Public Sector Consultant and Senior Lecturer, Graduate School of Public and Development Management, University of the Witwatersrand, Johannesburg, South Africa

Progress in Development Studies, 2007, vol. 7, issue 1, 47-64

Abstract: This paper uses post-apartheid development and structural adjustment policies as macro-case studies for investigating the politics of service delivery during the first decade of democracy in South Africa. It provides a sobering outlook on South Africa's development and democratisation potential by analysing emerging modes of governance, specifically looking at (the failure of ) nation building, the autocratic leadership style of the new politico-administrative elite, and the overall ineffectiveness of managerialist public sector reforms. The criticism is directed towards cognitive biases in the political culture, and the danger of overall development failure, resulting from ineffectual management and regulatory politics.

Keywords: Corruption; governance; leadership; managerialism; privatisation; public sector reform; politics of service delivery; state monopoly pricing regulation (search for similar items in EconPapers)
Date: 2007
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/146499340600700105 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:prodev:v:7:y:2007:i:1:p:47-64

DOI: 10.1177/146499340600700105

Access Statistics for this article

More articles in Progress in Development Studies
Bibliographic data for series maintained by SAGE Publications ().