Administrative change in Western democracies between new public management, neo-Weberian models and new public governance

Journal title RIVISTA TRIMESTRALE DI SCIENZA DELL’AMMINISTRAZIONE
Author/s Rosalba Chiarini
Publishing Year 2015 Issue 2015/2
Language Italian Pages 16 P. 39-54 File size 90 KB
DOI 10.3280/SA2015-002003
DOI is like a bar code for intellectual property: to have more infomation click here

Below, you can see the article first page

If you want to buy this article in PDF format, you can do it, following the instructions to buy download credits

Article preview

FrancoAngeli is member of Publishers International Linking Association, Inc (PILA), a not-for-profit association which run the CrossRef service enabling links to and from online scholarly content.

The article sets out to reconstruct the debate on administrative reforms, and to give an account of the steps that have and are being taken to change public apparatuses in various countries. In the advanced Western nations, from the 1980s onwards, the doctrine of New Public Management inspired new organizational and operative public-sector architectures that drew on neo-managerial culture and tools, and on performance management indicators. However, during the 90s a number of specificities emerged in the reform programme, and the market-oriented managerial approach began to be accompanied by new principles. These included forms of multilevel governance and new interactive, inter-government and cooperative modalities of public management, or the development of formulas of publicprivate partnership and of hybrid forms of relations between state, society and markets. The final section of the article deals with the managerialization of the Italian public sector, with a view to investigating its degree of adaptation to reformist policies.

Keywords: New public management, new public governance, administrative change.

  1. Lippi A. e Morisi M. (2005). Scienza dell’amministrazione. Bologna: il Mulino.
  2. Merloni F. (2006). Dirigenza pubblica e amministrazione imparziale. Bologna: il Mulino.
  3. Aberbach G. and Rockman B. (1988). Political and Bureaucratic Roles in Public Service Organizations. In: Campbell C. and Peters B.G., eds., Organizing Governance: Governing Organizations. Pittsburgh: University of Pittsburgh Press.
  4. Aucoin P. (1990). Administrative Reform in Public Management: Paradigms, Principles, Paradoxs and Pendulums. Governance, 3, 2: 115-137.
  5. Barlow J., Farnham D., Horton S. and Ridley F.F. (1996). Comparing Public Managers. In: Farnham D., Horton S., Barlow J. and Hondeghem A., eds., New Public Managers in Europe. Public Servants in Transition. Houndmills: Palgrave Macmillan.
  6. Benz A. (1995). Institutional Change in Intergovernmental Relations: The Dynamics of Multi-Level Structures. In: Hesse J.J. and Toonen T.A.J., eds., The European Yearbook of Comparative Government and Public Administration, Baden-Baden, CO: Nomos Westview Press.
  7. Bouckaert G., Peters B.G. and Verhoest K. (2010). The Coordination of Public Sector Organizations. Shifting Patterns of Public Management. London: Palgrave Macmillan.
  8. Campbell C. (1983). Government Under Stress. Toronto: University of Toronto Press.
  9. Chaston I. (2011). Public Sector Management. Mission Impossible? Houndmills: Palgrave Macmillan.
  10. Christensen T. and Laegreid P. (2007). Transcending New Public Management. Aldershot: Ashgate.
  11. Christensen T. and Laegreid P. (2011). Beyond NPM? Some Developments Features. In:
  12. Christensen T. and Laegreid P., eds., The Ashgate Research Companion to New Public Management, Aldershot: Ashgate.
  13. Christensen T. and Laegreid P. (2012). Administrative Reforms in Western Democracies.
  14. In: Peters B.G. and Pierre J., eds., The Sage Handbook of Public Administration. London: Sage.
  15. Derlien H.U. (1987). Public managers and politics. In: Kooiman J. E. and Eliassen K., eds., Managing Public Organizations. Lessons from Contemporary European Experience. London: Sage.
  16. Depré R., Hondeghem A. and Bodiguel J.L. (1996). Public Servants in Transition? In: Farnham D., Horton S., Barlow J. and Hondeghem A., eds., New Public Managers in Europe. Public Servants in Transition. Houndmills: Palgrave Macmillan.
  17. Di Mascio F. (2011). Come i partiti controllano lo Stato. Il patronage in Europa. Rivista Italiana di Scienza Politica, 41, 2: 291-314.
  18. Flynn N. and Strehl F., a cura di (1996). Public Sector Management in Europe. London: Prentice Hall.
  19. Fry G. (1988). The Thatcher Government, the Financial Management Initiative and the “New Civil Service”. Public Administration, 66, 4: 1-20.
  20. Gualmini E. (2003). L’amministrazione nelle democrazie contemporanee. Roma-Bari: Laterza.
  21. Halligan J. (1988). The Australian Public Service Reform Program. In: Wittenhall R. and Nethercote J., eds., Hawke’s Second Government: Australian Commonwealth Administration 1984-87, Canberra: Raipa/Ccae.
  22. Hood C. (1991). A Public Management for All Seasons. Public Administration, 69, 1: 3-19.
  23. Hood C. (1996). Exploring Variations in Public Management Reform of the 1980s. In: Bekke H.A.G., Perry J.L. and Toonen T.A.J., eds., Civil Service Systems in Comparative Perspective, Bloomington & Indianapolis: Indiana University Press.
  24. Kickert W.J.M. (2011). Public Management Reforms in Continental Europe: National Distinctiveness. In: Christensen T. and Laegreid P., eds., The Ashgate Research Companion to New Public Management, Aldershot: Ashgate.
  25. Knill C. (1999). Explaining Cross-National Variance in Administrative Reform: Autonomous versus Instrumental Bureaucracies. Journal of Public Policy, 19, 2: 113-139.
  26. Koppenjan J.F.M. (2005). The formation of public-private partnerships: Lessons from nine transport infrastructure projects in the Netherlands. Public Administration, 83, 1: 135-157.
  27. Lane J.-E. (1993). The Public Sector, Concepts, Models and Approaches. London: Sage.
  28. Metcalfe L. and Richards S. (1987). Improving Public Management, London: Sage.
  29. Ongaro E. (2009). Public Management Reform and Modernization. Trajectories of Adminis trative Change in Italy, France, Greece, Portugal and Spain, Cheltenham, UK: Edward Elgar.
  30. Page E.C. and Wright V. (2007). From the Active to the Enabling State: The Changing Role of Top Officials in European Nations, Houndsmills: Palgrave Macmillan.
  31. Painter M. and Peters B.G. (2010). Administrative Traditions in Comparative Perspective. In: Painter M. and Peters B.G., eds., Traditions and Public Administration. London: Palgrave Macmillan.
  32. Peters B.G. (1997). Policy Transfers Between Governments: The Case of Administrative Reforms. West European Politics, 20, 4: 71-88.
  33. Peters B.G. and Pierre J. (2001). Developments in Intergovernmental Relations: Towards Multi-level Governance. Policy and Politics 29, 2: 131-135.
  34. Peters B.G. and Pierre J. (2004). Politicization of the Civil Service in Comparative Perspective. London: Routledge.
  35. Peters B.G. and Savoie D.J. (1994). Civil Service Reform: Misdiagnosing the Patient. Public Administration Review, 54, 5: 418-425.
  36. Pollitt C. (1993). Managerialism and the Public Services: The Anglo-American Experience. Oxford: Blackwell.
  37. Pollitt C. (2009). Bureaucracies remember, post-bureaucratic organizations forget? Public Administration, 87, 2: 198-218.
  38. Pollitt C., Thiel S.V. and Holmburg V., a cura di (2007). New Public Management in Europe. Adaptation and Alternatives. Houndmills: Palgrave Macmillan.
  39. Pollitt C. and Bouckaert G. (2011). Public Management Reform. A Comparative Analysis: New Public Management, Governance, and the Neo-Weberian State. Oxford: Oxford University Press.
  40. Rhodes R.A.W. (2000). The governance narrative: Key findings and lessons from the ESRC’s Whitehall Programme. Public Administration, 78, 2: 345-364.
  41. Rhodes R.A.W and Weller P. (2001). Conclusion: “Antipodean exceptionalism, European traditionalism”. In: Rhodes R.A.W. and Weller P., eds., The changing world of top officials: mandarins or valet? Buckingham: Open University Press.
  42. Rouban L. (2012). Politicization of the Civil Service. In: Peters B.G. and Pierre J., eds., The Sage Handbook of Public Administration. London: Sage.
  43. Sorensen E. and Torfing J., a cura di (2007). Theories of Democratic Network Governance. Basingstoke: Palgrave Macmillan.
  44. Talamo V. (2007). Per una dirigenza pubblica riformata (contro lo spoils system all’italiana). In: Dell’Aringa C. e Della Rocca G., a cura di, Pubblici dipendenti. Soveria Mannelli: Rubbettino.
  45. Toonen T.A.J. (2012). Administrative Reform: Analytics. In: Peters B.G. and Pierre J., eds., The Sage Handbook of Public Administration. London: Sage.
  46. Torfing J., Peters B.G., Pierre J. and Sorensen E. (2012). Interactive Governance. Advancing the Paradigm. Oxford: Oxford University Press.
  47. Van Dooren W., Bouckaert G. and Halligan J. (2010). Performance Management in the Public Sector. London: Routledge.
  48. Veilleux G. and Savoie D. (1988). Kafka’s Castle: The Treasury Board of Canada Revisited. Canadian Public Administration, 31, 4: 517-538.
  49. Weller P. (1985). First Among Equals. London: George Allen and Unwin.
  50. Whettenhall R. (2003). The rethoric and reality of public-private partnerships. Public Organisation Review, 3, 1: 77-107.
  51. Wright V. (1994). Reshaping the State: the Implication for Public Administration. West European Politics, 17, 3: 102-137.

Rosalba Chiarini, Il cambiamento amministrativo nelle democrazie occidentali fra new public management, modelli neo-weberiani e new public governance in "RIVISTA TRIMESTRALE DI SCIENZA DELL’AMMINISTRAZIONE" 2/2015, pp 39-54, DOI: 10.3280/SA2015-002003