THE ASHGATE RESEARCH COMPANION TO NEW PUBLIC MANAGEMENT The Companion provides the first comprehensive overview of the most important changes in democratic administrative reform in the post-War era This will equip scholars, students and policy makers with a solid foundation on which to build assessments of the new approaches to performance management, accountability and flexibility Well written and presented, the chapters combine sound theoretical insight with useful overviews of national systems Whether one is an ardent supporter or determined critic of these reforms, the Companion will serve as a starting point for analysis and assessment Mark Considine, University of Melbourne, Australia New Public Management has swept much of the world in the past 20-30 years, a reform movement fed by its adoption by major governments and its promotion by many international agencies Much has been written about it, puzzling over its origins, the reasons for its appeal and its consequences This excellent volume presents a comprehensive, systematic and provocative review of how this happened, what it means, and what its effects have been A must collection for anyone interested in contemporary administrative reform Joel D Aberbach, Center for American Politics and Public Policy, UCLA, USA If you want to understand how and why the public sector has changed in the last twenty years, and how and why it has resisted or translated change, this is the definitive account to read The leading international researches in the field not only tell what happened, but offer realistic and compelling theoretical explanations Werner Jann, University of Potsdam, Germany The Ashgate Research Companions are designed to offer scholars and graduate students a comprehensive and authoritative state-of-the-art review of current research in a particular area The companion’s editors bring together a team of respected and experienced experts to write chapters on the key issues in their speciality, providing a comprehensive reference to the field Other Research Companions available in Politics and International Relations: The Ashgate Research Companion to Modern Warfare Edited by George Kassimeris and John Buckley ISBN 978-0-7546-7410-8 The Ashgate Research Companion to US Foreign Policy Edited by Robert J Pauly, Jr ISBN 978-0-7546-4862-8 The Ashgate Research Companion to Political Leadership Edited by Joseph Masciulli, Mikhail A Molchanov and W Andy Knight ISBN 978-0-7546-7182-4 The Ashgate Research Companion to Ethics and International Relations Edited by Patrick Hayden ISBN 978-0-7546-7101-5 The Ashgate Research Companion to Federalism Edited by Ann Ward and Lee Ward ISBN 978-0-7546-7131-2 The Ashgate Research Companion to the Politics of Democratization in Europe Concepts and Histories Edited by Kari Palonen, Tuija Pulkkinen and José María Rosales ISBN 978-0-7546-7250-0 The Ashgate Research Companion to New Public Management Edited by TOM CHRISTENSEN University of Oslo, Norway PER LỈGREID University of Bergen, Norway ASHGATE © Tom Christensen and Per Lỉgreid 2011 All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the publisher Tom Christensen and Per Lægreid have asserted their right under the Copyright, Designs and Patents Act, 1988, to be identified as the editors of this work Published by Ashgate Publishing Limited Wey Court East Union Road Farnham Surrey GU9 7PT England Ashgate Publishing Company Suite 420 101 Cherry Street Burlington, VT 05401-4405 USA www.ashgate.com British Library Cataloguing in Publication Data The Ashgate research companion to new public management Public administration Public administration-Cross-cultural studies Civil service reform Civil service reform Cross-cultural studies I Research companion to new public management II Christensen, Tom, 1949- III Lægreid, Per 351-dc22 Library of Congress Cataloging-in-Publication Data The Ashgate research companion to new public management / [edited] by Tom Christensen and Per Lægreid p cm Includes index ISBN 978-0-7546-7806-9 (hardback) ISBN 978-0-7546-9570-7 (ebook) Public administration I Christensen, Tom, 1949- II Lægreid, Per JF1351.A84 2010 351 dc22 2010028235 ISBN 978 7546 7806 (hbk) ISBN 978 7546 9570 (ebk) ISBN 9781409489092 (ebk-ePUB) Printed and bound in Great Britain by the MPG Books Group, UK Contents List of Figures List of Tables List of Contributors Preface Introduction Tom Christensen and Per Lægreid PART I NPM PROCESSES: DRIVING FORCES Basic NPM Ideas and their Development Jonathan Boston The Political-Administrative Design of NPM Peter Aucoin The Relevance of Culture for NPM Koen Verhoest New Public Organisations: A Revivalist Movement Nils Brunsson PART II CONVERGENCE AND DIVERGENCE AMONG COUNTRIES NPM in Anglo-Saxon Countries John Halligan Public Management Reform in Continental Europe: National Distinctiveness Walter J.M Kickert NPM in Scandinavia Hanne Foss Hansen NPM in Asian Countries Anthony B.L Cheung PART III SECTOR STUDIES 10 Healthcare States and Medical Professions: The Challenges from NPM Haldor Byrkjeflot 11 NPM, Network Governance and the University as a Changing Professional Organization Ivar Bleiklie, Jürgen Enders, Benedetto Lepori and Christine Musselin 12 NPM Ideas and Social Welfare Administration Richard Norman 13 Utility Regulation and NPM Ian Bartle PART IV NPM FEATURES 14 Structural Devolution to Agencies Oliver James and Sandra van Thiel 15 Managing Performance and Auditing Performance Vital Put and Geert Bouckaert 16 Managerialism and Models of Management Martin Painter 17 Privatization Thomas Pallesen 18 A Transformative Perspective on Public–Private Partnerships Carsten Greve and Graeme Hodge PART V EFFECTS AND IMPLICATIONS OF NPM 19 NPM and the Search for Efficiency Rhys Andrews 20 Unions, Corporatist Participation and NPM Paul G Roness 21 NPM: Restoring the Public Trust through Creating Distrust? Steven Van de Walle 22 Scientization Martin Marcussen 23 An Aftermath of NPM: Regained Relevance of Public Values and Public Service Motivation Torben Beck Jørgensen and Lotte Bøgh Andersen 24 Serving the Public? Users, Consumers and the Limits of NPM Janet Newman 25 Responses to NPM: From Input Democracy to Output Democracy B Guy Peters 26 Normativity and NPM: A Need for Some Theoretical Coherence Robert Gregory PART VI NPM AND BEYOND 27 Beyond NPM? Some Development Features Tom Christensen and Per Lægreid 28 Reinventing Weber: The Role of Institutions in Creating Social Trust Jon Pierre and Bo Rothstein 29 Public Governance and Public Services: A ‘Brave New World’ or New Wine in Old Bottles? Stephen P Osborne References Index 4.1 4.2 4.3 4.4 9.1 List of Figures Uncertainty avoidance and power distance for 20 OECD countries Individualism and masculinity for 20 OECD countries HRM delegation and openness of the recruitment system for 20 OECD countries Budget flexibility and regulatory restrictiveness for 20 OECD countries Environment of administrative reforms, the impacts of domestic and external factors, and their inter-relationships 14.1 The number of agencies in charge of public service delivery, out of a total of 25 tasks in 20 countries 14.2 Structures for coordinating agencies, with examples from the UK 15.1 Shifts in managing performance and auditing performance 24.1 Competing images of the service relationship Halligan, J 183, 184 Haque, M.S 141 Hawthorne Studies 239 healthcare states 155–158 healthcare systems 147–148, 158–159 healthcare state perspective 155–158 NPM perspective 148–152 profession-state perspective 153–154 Hegel, G.W.F 101 Hellowell, M 271 Hickton, G 179 hierarchical governance 356, 357 hierarchical regionalism theory 151 higher education 161–162, 175–176 funding acquisition 173 network governance 162, 162–163, 169, 171–172, 175, 176 reforms, effect of on academic careers, work, roles 173–174 on academic self-regulation 172–173 reforms, overview of 171–172 France 165–167 The Netherlands 162–165 Norway 167–169 Switzerland 169–171 teaching vs research 174 Hodge, G.A 266, 267–268, 268 Hofstede, G 49–50 Hofstede’s cultural indices 50, 59 applied to agency reforms 57–58 applied to managerial tools and liberalization 51, 53, 54, 55–56 applied to reform trajectories 58–59 Hong Kong 134, 135, 138, 140, 141 Hood, C 1, 136, 148, 204, 241–242, 251, 335, 417 hope 75–78 hospitals see healthcare systems Howard, J 38, 181 Hughes, P 180, 181 implementation habits, cultural 47, 59–62 In Search of Excellence (Peters and Waterman) 36 incentivization 3, 22, 51, 340–341, 379 problems with 239, 319, 386, 413 and public–private partnerships (PPPs) 270, 273 India 134, 138 Indonesia 131, 134, 138 institutional theory 273, 409 institutional trust 405–407, 414–415 international differences 8–10, 97–98, 151–152, 212–213 see also Anglo-Saxon countries; Asian countries; Continental Europe; Scandinavian countries International Monetary Fund (IMF) 18, 61, 132, 329, 408, 412 isomorphism 216 Italy 58, 98, 107–110, 111, 149, 151, 203–204 agencies 210, 211, 213 Japan 58, 134, 135, 137, 138, 141–142 Jensen, P 255 ‘joined-up government’ 13, 86, 185, 198, 248, 382, 394–396 Kaufman, H 178, 190–191, 379 Kaufmann, D 143 Kettl, D.F 272, 314, 421–422 knowledge authority 324–325, 333, 350, 354 Kraay, A 143 Lægreid, P 51, 186 Laos 138 Le Grand, J 336, 340, 379 Lee, E.W.Y 141 legitimacy 309, 312, 314, 361 input legitimation 366–368 output legitimation 361, 363, 366, 367, 369, 371, 372, 373 and presidentialization 368–369 and professionalization 326–327 and social trust 405 and voting 363–366 Lewicki, R.J 315–316 Lindblom, C.E 5, 401 Lisheng, D 137 local authorities 67, 120, 121, 186–187, 290 logic of appropriateness 59 Malaysia 134, 138 management 3, 66, 149, 195, 240, 241 approaches to economic theories of organization 240 human relations 239 scientific 238–239 system thinking 239–240 authority and accountability 43–44 MBA education, standardized 240–241 management consultancy 36–37, 241 managerial governance 356, 357, 358 managerial tools and societal culture 51, 52, 53, 54, 55, 55–56 managerialism 3, 22–23, 88, 103, 237–238, 249 and central reforms 244–246 and government 242–244 legitimacy, impact on 366–367 post-NPM 248–249 roots of 238–242 and service delivery 247–248 service quality 349–351 marketization 127, 252, 327, 378, 412 legitimacy, impact on 367 problems with 248 and public–private partnerships (PPPs) 269–270 markets 28, 178, 189, 270, 378 quasi-markets in UK healthcare 149–150 steering and regulation of 91–92 see also competition Mayo, E 239 Megginson, W.L 255 Mintzberg, H 275, 384–385 Moe, R 25–26 Moore, M 249, 428 Moynihan, D.P 383, 386 Musgrave, R 283–284 myths 6–7, 397–398 Napoleonic states 98–101 natural disasters 358, 394 Neby, S 157 neo-liberalism 18–19, 335, 407 The Netherlands 58, 97, 104–107, 162–165, 175, 344 agencies 210, 211, 213, 220 Netter, J.M 255 network governance 162–163, 272, 356–357, 357 in higher education 162, 162–163, 169, 171–172, 175, 176 New Labour party (UK) 356, 395 business, relationship with 269, 271 New Political Governance 45–46 new public governance 272, 420–422, 423–424, 429–430 ‘architectural’ questions 426–427 ‘fundamentals’ questions 425–426 and public–private partnerships (PPPs) 271–272 research required 429–430 ‘sustainability’ questions 427–428 ‘values’ questions 428–429 New Public Management 423 challenges to 367–368 characteristics of 226 constraints on 5–6, 6–7, 8–9 counter-reactions to 336, 346–347 criticisms of 31–32, 420 definitions of 1, 115 distrust-based system 316–317 dominance of, challenging 354–356, 355 drivers for 5–8, 411–412 effects of 10–12 evaluations of organizational disaggregation 381–384 public servant behaviour 379–381 stalling, reasons for 392–394 task specialties 383–384 future of 12–13, 359 global ideologies and technologies, influence of 189–190 goals of history of 1, 17–18 hypothesis, main 10 implications of 10–12 key elements of 419 and neo-liberalism 407 origins of 20–21, 30–32 agency theory 25–27 managerialism 22–23 neo-liberalism 18–19 public choice theory 23–25 transaction cost economics 27–30 policy areas with post-NPM reforms 391–392, 400–402 vs public participation/engagement 354–356, 355 stalling of, reasons for 392–394 Weberianist foundations of 413–414, 416 New Public Organizations (NPO) 66, 79 see also organizations New Synthesis project 358–359 New Zealand 1, 9, 13, 31–32, 35, 41, 58, 83–84, 97 agency theory 24, 27, 377 managerialism 241, 246 NPM reforms, overview of 86–88 performance auditing 232–233 post-NPM reforms 395–396, 396, 397 public bodies, disaggregation of 93 social welfare 178–181, 187, 188–189 transaction cost economics 29–30, 377 trust, NPM effects on 310, 315, 318–319 unions, NPM effects on 298–299, 302, 304–306 see also Anglo-Saxon countries; Westminster systems adoption of NPM New Zealand Labour Party (NZLP) 298, 306 Newman, J 357–358 Newman, K.L 60 The Next Government of the United States (Kettl) 272 NHS (UK) 149, 149–150, 151, 157 Niskanen, W 23 Nollen, S.D 60 Norman, R 318 normative assessments of NPM behaviour of public servants 379–381 compliance models and marketization 376–379 organizational disaggregation 381–384 task specialties 384–387 ‘normative model-control model of managing’ 384–385 normative theory 376–379 North, D 408, 409, 416 Norway 57, 113, 114, 125, 127–129 healthcare reforms 151, 153–154, 154, 155, 157 higher education reforms 167–169, 175 NPM reforms, overview of 119–122, 126 social welfare reforms 185–187, 188–189 Norwegian Labour and Welfare Administration (NAV) 185–187 OECD 8, 120, 128, 152, 190, 336, 375 ‘one-size-fits-all’ approach 178, 239, 384 Ongaro, E 62 Organization for Economic Co-operation and Development (OECD) 8, 120, 128, 152, 190, 336, 375 organization theory 60, 66, 239, 240 organizations 66, 71–72 collaboration between 394–395 comparisons between 72–73 compliance models 376–379 construction of 68–69, 75 craft vs production 385–386 disaggregation of 381–384 and hope 76–78 idea of 69–71 ideas importance of 69, 71, 71–72, 75–76 vs practice 70, 73–76 protection of 74 informal aspects of 239 isomorphism 216 management of 72 models of 384–386 non-governmental 363, 367 NPM reforms, evaluations of 381–384 reconstruction of 75 representations 71, 73, 74, 76 task specialties 384–386 transformations of 386–387 see also agencies Osborne, D 22, 241, 286, 312 Osterloh, M 340 outsourcing (contracting out) 118, 252, 263–264, 378 empirical studies of 258–259 Denmark 259–261, 260 USA 261–263, 262, 263 of healthcare 148 hidden costs of 257 legitimacy, impact on 367 political costs 256 reasons for 255, 256, 257, 258 Painter, M 22, 137 Pandey, S 383 Parker, R 62 path dependency 6, 57, 59, 136, 216, 397, 398 performance administration 223 performance auditing 225–227, 236, 367 NPM impacts on SAIs 227 audit portfolios 227–230 functioning of SAIs 231–235, 233 and performance management 224, 224–225 SAIs/PA impacts on NPM 227, 235–236 performance governance 224 performance management 3–4, 43, 44, 223–225 and efficiency 285–286, 291 in Anglo-Saxon countries 86, 87, 90, 93–94 in healthcare systems 150 in The Netherlands 106 legitimacy, impact on 367 and performance auditing 224, 224–225 problems with 386 and public perceptions/participation 370 Perry, J 337, 338, 339, 339 personnel management 99, 106, 246 Peters, B.G 48, 49 Philippines 138 policy–administration dichotomy 42–43 political nexus triad 135, 136 political parties 9, 108, 114, 298, 304–305, 364–365 political staff 34, 39–40, 41, 45, 46 politicians, self-interest of 35–36 politicization 41, 108, 109, 110, 155–156, 319 Pollitt, C 2, 7, 9, 11, 57, 58, 111, 115, 226–227, 314 Pollock, A 268 Portugal 58, 107–110, 111, 210, 213 post-New Public Management 13, 115, 394–398, 402–403 in Anglo-Saxon countries 94–96 managerialism 248–249 NPM, connections to 398–400 NPM, joined with 391–392, 400–402 Weberianism, revival of 407–410 Powell, W.W 216 practice 76–77 presidentialization 368–369 principal–agent theory 214–215, 387, 413 Principles and Methods of Scientific Management (Taylor) 238 Private Finance Initiative (PFI) 266, 267, 268, 269, 271 private–public partnerships see public–private partnerships (PPPs) privatization 4, 68, 245, 251–254, 256 and corruption 413 empirical studies 258–263, 260, 262, 263 evaluation of 255 of healthcare 148 public–private partnerships (PPPs) see public–private partnerships (PPPs) reasons for 254–258 sale of state-owned enterprises vs contracting out 252–254, 263–264 profession-states 153–154 public administration (PA) 417–419, 422–423 public choice theory 23–25, 35–36, 195, 284, 382, 423 public finance theory 283–284 public governance 421–422 see also new public governance ‘A Public Management for All Seasons?’ (Hood) 251, 335 public participation/engagement 352–354 and governance types 356–358, 357 vs NPM 354–356, 355 voting, changes in 363–366 public–private partnerships (PPPs) 252, 265–266, 270, 276–277, 367 applications of 273–274, 275 defining 265, 266–267 and efficiency 286–287, 292 evaluation of 267–268, 275–276 history of 266–268 and new public governance 271–272 and NPM marketization agenda 269–270 NPM/post-NPM elements of 273–276 transformative perspective on 273–276 public servants behaviour of 377, 379–380 NPM view of 335–336, 378–379 see also Public Service Motivation (PSM) public service action, constraints on 36 distrust in 34–35 lack of confidence in 36–37 leadership, staffing of 41–42 legalistic culture 103 marketization of 121 vs political staff 39–40 public service agreements 86, 198 public service delivery architecture of 426–427 fundamentals 425–426 managerialism, influence of 247–248 by non-governmental organizations 363 NPG approach to 426 NPM approach to 425 and privatization 251 sustainability of 427–428 value of 428–429 Public Service Motivation (PSM) 337, 338, 346–347, 383–384 beyond-NPM track 340–341 conceptual track 337–338 empirical track 338–340, 339 public trust 413 democracy, impact on 372–373 institutional trust 405–407, 414–415 loss of 309 measuring 311–312 NPM effects on 318–320 NPM reforms distrust-based innovations 315 evaluation of 314–315 trust mechanisms 317 and public sector performance 314, 414 recent trends in 320 restoring 310–311, 312–313 types of 315–316 and Weberianism 406, 414 public values 249, 272, 341, 346–347, 428–429 beyond-NPM track 345 conceptual track 341–343, 342 empirical track 343–345 and public–private partnerships (PPPs) 272, 273, 274 quality of service 349–351 and consumerism 351–352 NPM dominance, challenging 354–356, 355 and public participation/engagement 352–354 Rankin, C 180 rationalization 109, 325–326 Reagan administration 1, 18 Rechtsstaat systems 10, 49, 163, 412 reforms 402 analysis of 204–205 and culture see culture drivers for 111, 128 exogenous/endogenous 137, 138 ideals vs practicalities 66, 75, 79 public distrust 309 evaluations of 375–376 organizations 381–384 ideology vs practice in healthcare systems see healthcare systems post-NPM see post-New Public Management practice, avoidance of 76–77 reconstructive 75–76 as representations 76 review of, lack of 65–66 theoretical perspectives 114–116, 127–128 trajectories of, and societal culture 58–59 regionalization 150, 154, 157 regulation 195, 196–197, 202, 203, 321–322 of utility industries see utility regulation Reichard, C 102, 103 Reinventing Government (Osborne and Gaebler) 22, 241, 312 relationships in Westminster systems authority and accountability 43–44 distrust 34–36 lack of confidence 36–37 policy–administration dichotomy 42–43 political control 37–38 political staff 39–40 between public servants and citizens 352, 354, 356–358, 370 between public servants and interest groups 370 between public servants and politicians 33–46, 98–99, 381 representations 74, 76 Rodrik, D 409 Rost, K 340 Rouban, L 99–100, 101 Savas, E.S 252, 253, 269 Savoie, D 38, 39 Scandinavian countries 113–114, 125, 126, 127–129 Denmark see Denmark healthcare reform 154, 157 hospital management 149 Norway see Norway Sweden see Sweden scientization 323–327, 325 challenges to 322–323 future of 332–333 knowledge authority 324, 326–327, 333 and NPM 321–323, 331 functionalist perspective 321, 327–328 rational choice perspective 321–322, 328–330 symbolic perspective 322, 330–331 professionalization 326–327 rationalization 325–326 science-politics relationship 324–325, 325 self governance 357, 357 self-interest 23, 35–36, 316, 336, 379 see also incentivization; Public Service Motivation (PSM); public values self-regulation of professions 153, 172–173 service quality see quality of service Simon, H 240, 275, 283 Singapore 134, 138, 140–141, 143 social trust see public trust social welfare systems 177–178, 187–191 NPM reforms, overview of Australia 181–185, 188–189 New Zealand 178–181, 188–189 Norway 185–187, 188–189 reform, impetus for 178 Sotiropoulos, D.A 109 South Korea 9, 134, 135, 138, 141, 142 Spain 97, 98, 107–110, 111, 213 specialization of agencies see agencification and regulation 196, 196–197 Sri Lanka 131, 140 stewardship theory 387 Supreme Audit Institutions (SAIs) 225, 226–227 NPM impact on SAIs audit portfolios 227–230 functioning of SAIs 231–235, 233 SAIs impact on NPM 235–236 sustainable development 200, 201 Sweden 57, 58, 113, 114, 127–129, 152–153, 414–415 agencies 213, 220 NPM reforms, overview of 122–125, 126 Switzerland 58, 62, 97, 105, 169–171 symbolic perspective of reform 322, 330–331, 397–398 system thinking 239–240 Taiwan 134, 138, 141, 142–143 Taylor, F W 22, 238–239, 283 terrorism 394 Thailand 134, 138 Thatcher government 1, 18, 97, 149, 196, 247–248, 254 Thatcher, M 24, 85, 97 The Theory of Public Finance (Musgrave) 283–284 traditional public administration (TPA) 243, 376, 377, 379 transaction cost economics 27–30, 377, 381 transaction cost theory 240 transparency 19, 315, 362, 412 trust 315–316 see also public trust Turner, M 138 unions, public sector 12, 295–296 capabilities 301 corporatist participation 304 in Australia 299–300, 302–303, 304, 305–306 in New Zealand 298–299, 302, 304–306 interests and identities 297–298 NPM effects on 306–307 capabilities 302–303 corporatist participation 304–306 interests and identities 298–301 and NPM’s goals 296–297 see also unions, public sector United Kingdom 1, 9, 48, 58, 83–84, 419, 424 agencies 210, 211, 213, 215, 220, 221, 254 agencification 218–219 consumerism 352 ESRC Public Services Programme 424 healthcare reforms 149, 149–150, 151, 152, 157 managerialism 244–245, 246, 247–248 market steering and regulation 91 NPM, counter-reactions to 336 NPM reforms, overview of 85–86 performance auditing 229 post-NPM reforms 248, 395 privatization 254 public bodies, disaggregation of 93 public–private partnerships (PPPs) 267, 269, 271 public service delivery 247–248 utility regulation 193, 196, 197, 200, 201, 204–205 see also Anglo-Saxon countries; Westminster systems adoption of NPM United Nations 132–133, 152, 409 United States 58, 108, 283 collaborative public management 392 healthcare reform 147 influence of 90 managerialism and central reforms 244, 246 outsourcing (contracting out) 261–263, 262, 263 public trust 310, 311 universities see higher education Upton, S 31–32 user responsiveness 349 users of public services 4, 351–352, 367 competition for see competition participation/engagement of 287, 352–354, 371–372 and performance information 370–371, 371 responsiveness of 113, 115, 118, 119, 121, 124 see also consumerism utility regulation coordination between agencies improving 201–202 problems with 198–201 independent economic regulation and NPM 194–198 NPM, compared to 193–194, 205–206 price caps 196–197 price reviews 197 technocratic governance 202–205 United Kingdom 196, 197, 200 values see public values Vandenabeele, W 337, 338 Vardon, S 183, 184 Verhoest, K 57 Vietnam 134, 138, 140 voting 363–366 Wallis, J 416 Weber, M 325, 327, 378, 383 Weberian bureaucracy 102, 314, 376, 378 NPM, as foundation for 413–414, 416 and public trust 406, 414 revival of 407–410 Weibel, A 340 Weingast, B 416 welfare systems see social welfare systems Westminster systems adoption of NPM 33–34, 44–46 reasons for change political control of administration 37–38 public service, distrust in 34–36 public service, lack of confidence in 36–37 restructuring management authority and accountability, enhancing 43–44 policy–administration dichotomy, revising 42–43 political staff, deployment of 39–40 power, concentration of 38–39 public service leadership, staffing of 41–42 ‘whole-of-government’ approach 13, 204, 382, 391, 396–398, 401–402, 403 Wilkerson, J 156 Williamson, O 27–28, 29 Wilson, J.Q 385, 386 Wise, L 337, 338, 339 Work and Income New Zealand (WINZ) 179–181 World Bank 18, 132, 152, 241, 408, 409, 412 World Health Organization (WHO) 152 Yes, Minister (television series) 35–36, 37 ... I Research companion to new public management II Christensen, Tom, 1949- III Lægreid, Per 351-dc22 Library of Congress Cataloging-in-Publication Data The Ashgate research companion to new public. . .THE ASHGATE RESEARCH COMPANION TO NEW PUBLIC MANAGEMENT The Companion provides the first comprehensive overview of the most important changes in democratic administrative reform in the post-War... Burlington, VT 05401-4405 USA www .ashgate. com British Library Cataloguing in Publication Data The Ashgate research companion to new public management Public administration Public administration-Cross-cultural