A Cultural Ecology of New Public Management

Soma Pillay

Chapter Chapter 8 in Development Corruption in South Africa, 2014, pp 185-213 from Palgrave Macmillan

Abstract: Abstract New public management (NPM) has been described as the means by which public service is being transformed from a traditional bureaucratic structure to an entrepreneurial, market-driven form of governance that is at arm’s length from the state (Hughes, 1998). The advent of NPM in the 1980s initiated a wave of reforms in many industrialized democracies; however, its applicability in developing countries remains unproven. Indeed, there is little objective evidence of success in public-sector reform in developing countries. It is also suggested it may lead to unjust social outcomes (Batley, 1999; Bale &Dale, 1998; Kiggundu, 1998; Manning, 2001). For example, Barth (2006) argues that decentralization—an important characteristic of NPM—leads to unjust outcomes.

Keywords: National Culture; Power Distance; Public Management; Uncertainty Avoidance; African National Congress (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-38350-1_8

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DOI: 10.1057/9781137383501_8

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