Public service management reform: an institutional work and collective framing approach

Julie Bertz, Martin Quinn and John Burns

Public Management Review, 2024, vol. 26, issue 11, 3151-3175

Abstract: Research on how public service management copes in difficult times is needed. This paper theorizes how collective action frames are created to nurture new practices in challenging contexts. The case concerns an Irish local authority, the 2008 financial crash and subsequent severe austerity. We draw on institutional work to make sense of collective action created for reform, actors’ reflexivity of their situated logics, and institutional embeddedness. This paper contributes by: (1) adding to knowledge of how public service management reform is implemented in difficult times, and (2) combining institutional work with framing concepts to understand how such reform processes unfold.

Date: 2024
References: Add references at CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.1080/14719037.2023.2207576 (text/html)
Access to full text is restricted to subscribers.

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:taf:rpxmxx:v:26:y:2024:i:11:p:3151-3175

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/rpxm20

DOI: 10.1080/14719037.2023.2207576

Access Statistics for this article

Public Management Review is currently edited by Stephen P. Osborne

More articles in Public Management Review from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().