Journal articles on the topic 'New Public Management (NPM)'
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Çolak, Çagrÿ D. "Why the New Public Management is Obsolete." Hrvatska i komparativna javna uprava 19, no. 4 (December 30, 2019): 517–36. http://dx.doi.org/10.31297/hkju.19.4.1.
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In the 1980s and 1990s, the New Public Management (NPM) paradigm dominated the field of public administration. However, this paradigm, which integrates the principles of the private sector and business administration into the field of public administration, began to be criticised in the new millennium after a quarter century of domination. The criticisms soon turned into comprehensive challenges which emerged as the post-NPM trends. The aim of this paper is to explain what makes NPM obsolete within the framework of these criticisms. Five post-NPM trends and their starting points are examined: new public service (NPS), public value management (PVM), digital era governance (DEG), neo-Weberian state (NWS) and new public governance (NPG). The main method for the theoretical basis of the paper was to screen and evaluate secondary sources. As a result, the waves of criticism on NPM are seen to be transformed into pursuits for an alternative paradigm in the new millennium. These pursuits, common in many aspects and differing only in terms of their basic emphasis, are called post-NPM trends. They are based on the assumption that NPM is obsolete.
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Tolofari, Sowaribi. "New Public Management and Education." Policy Futures in Education 3, no. 1 (March 2005): 75–89. http://dx.doi.org/10.2304/pfie.2005.3.1.11.
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Public administration has always been under constant review. Such reviews were mostly parochial, incremental, initiated or driven by low-key staff and often ended as fads. From the end of the 1970s to the 1990s, however, governments around the world were engaged in widespread and sustained reforms of their public administration. These reforms were born out of economic recession, but also had political and social drivers. They were initiated by the political apex and fuelled by New Right ideology. Collectively, these reforms came to be termed New Public Management (NPM). NPM is characterised by marketisation, privatisation, managerialism, performance measurement and accountability. This employment of corporate attitudes in public administration is grounded on certain theories, mainly public choice, transaction cost analysis and principal-agent theory. As with every other sector, the education service was also reformed. In this field the major signs of NPM are the local management of schools on managerialist principles and the heightened influence of stakeholders in the daily life of the school, while the collegiality of academia is diminished. At the higher education level, institutions are tending towards full-fledged corporate organisations delivering enterprise education. This article discusses NPM in detail, tracing its origins, considering the theories and examining its principal characteristics, and then takes a critical look at its implications for education.
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Spano, Dominick. "New Public Management and ethics." HOLISTICA – Journal of Business and Public Administration 13, no. 2 (December 1, 2022): 83–92. http://dx.doi.org/10.2478/hjbpa-2022-0016.
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Abstract New Public Management (NPM) is a business-oriented approach to public administration that has existed for many years. While there are mixed opinions on NPM’s level of effectiveness, I believe that the more pressing question is if it is ethical. This paper seeks to answer said question by utilizing Terry Cooper’s insights on ethics. By discussing various matters and providing multiple illustrations, such as NPM’s relationship to privatization, contrasting out, elites, and everyday citizens, this work concludes that NPM is not an ethical methodology to public administration.
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Mahmudi, Mahmudi. "New Public Management (NPM): Pendekatan Baru Manajemen Sektor Publik." Sinergi 6, no. 1 (December 15, 2003): 69–76. http://dx.doi.org/10.20885/sinergi.vol6.iss1.art5.
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Pillay, Soma. "A cultural ecology of New Public Management." International Review of Administrative Sciences 74, no. 3 (September 2008): 373–94. http://dx.doi.org/10.1177/0020852308095949.
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During the 1980s, new public management (NPM) evolved as a universal model of reform and governance in public sector management. However, in practice, there have been significant differences between countries that have been successful in NPM reform and those that have not. Drawing on institutional theory and frameworks of national culture, this article is aimed at exploring the applicability of NPM in a particular cultural context. In particular, the study analyses the applicability of NPM in the developing economy of South Africa. Using Hofstede's construct of national culture and institutional theory, social units within South Africa are explained. A cultural theory is presented whereby NPM is depicted as a culturally dependent strategy. The present study proposes a cultural theory that takes into account the differences that exist among the cultures of various countries. It is suggested that the successful implementation of NPM requires complementarities between the reform strategies that are adopted and the particular cultural characteristics of the country in which they are implemented. Points for practitioners This article is useful to practitioners in attempting to understand the importance of congruence between reform strategies and practices and national culture. In particular, the study makes a contribution to policy entrepreneurship in recognizing that efficiency and institutional perspectives must be complementary and congruent if success in reform is to be achieved.
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Chen, Bin. "Rethinking New Public Management: A Metaphorical Approach." Chinese Public Administration Review 6, no. 3-4 (September 2011): 37–46. http://dx.doi.org/10.22140/cpar.v6i3.4.90.
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There has been a notion that public administration is steadily progressing toward a unanimously accepted and universally applicable administrative reform theory and practice called the New Public Management (NPM). To reinvent their public sectors, many countries have embraced the ideas of NPM that are based on the private sector model. Through the lens of a metaphorical analysis, this paper highlights and explores the specific weakness in the NPM's claim of a convergence to a business-like model driven by competition and technological advances, reveals the private interests disguised as public good underlying the NPM movement, and questions its emphasis on managerialism by rejecting a politics-administration dichotomy. It is further argued that, like any other administrative and policy argument, viability of the NPM to a large extent depends on its ability to strategically craft persuasive rhetoric in its favor.
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Chen, Bin. "Rethinking New Public Management: A Metaphorical Approach." Chinese Public Administration Review 6, no. 3/4 (November 5, 2016): 37. http://dx.doi.org/10.22140/cpar.v6i3/4.90.
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There has been a notion that public administration is steadily progressing toward a unanimously accepted and universally applicable administrative reform theory and practice called the New PublicManagement (NPM). To reinvent their public sectors, many countries have embraced the ideas of NPM that are based on the private sector model. Through the lens of a metaphorical analysis, this paper highlights and explores the specific weakness in the NPM’s claim of a convergence to a business-like model driven by competition and technological advances, reveals the private interests disguised as public good underlying the NPM movement, and questions its emphasis on managerialism by rejecting a politics-administration dichotomy. It is further argued that, like any other administrative and policy argument, viability of the NPM to a large extent depends on its ability to strategically craft persuasive rhetoric in its favor.
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Zafra-Gómez, Jose Luis, Manuel Pedro Rodríguez Bolívar, and Laura Alcaide Muñoz. "Contrasting New Public Management (NPM) Versus Post-NPM Through Financial Performance." Administration & Society 45, no. 6 (April 18, 2012): 710–47. http://dx.doi.org/10.1177/0095399711433696.
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Evetts, Julia. "New Professionalism and New Public Management: Changes, Continuities and Consequences." Comparative Sociology 8, no. 2 (2009): 247–66. http://dx.doi.org/10.1163/156913309x421655.
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AbstractThe links between New Public Management (NPM) and the possible emergence of a new and different form of professionalism raise interesting and challenging questions for sociologists of professional groups. In this paper, an ideal-type (organizational/occupational professionalism) is used to examine the links between NPM and professionalism in the contexts of the public services of western post-industrial societies. Then the changes to and the continuities in professionalism in these organizational contexts and with NPM are indicated. The discussion section examines some of the consequences of the changes in professionalism for practitioner workers and their clients in public service sector work.
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Waheduzzaman, Wahed. "Challenges in transitioning from new public management to new public governance in a developing country context." International Journal of Public Sector Management 32, no. 7 (October 3, 2019): 689–705. http://dx.doi.org/10.1108/ijpsm-02-2019-0057.
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Purpose The purpose of this paper is to examine the transitional status of new public management (NPM) into new public governance (NPG) in a developing country context. Some authors, based on their research in developed countries, have claimed that NPM is dead. However, such claims have apparently ignored the transformational status of NPM in developing countries. This paper addresses that gap. Design/methodology/approach A qualitative method was used in this research. Public officials, elected representatives and local users who were responsible for public service management at local levels in Bangladesh were interviewed using semi-structured questionnaires tailored to each group. The interview texts were then organised and analysed using NVivo software. Findings This research reveals that four public management elements comprising decentralisation, market-based services, efficiency and accountability, which are prerequisites for creating an appropriate environment for NPG, have not been established successfully in Bangladesh. This finding suggests that NPG may not be achieved without effective implementation of these elements through NPM practices. The study concludes that NPM needs to be practiced for more time in Bangladesh for the effective transformation of public management into public governance. Research limitations/implications Findings from this research will help public policy makers and researchers to identify barriers to and design the pathway for a smooth shift from NPM to NPG. Practical implications The findings of this research would help the Government of Bangladesh and international aid agencies to better understand the status of NPM and NPG in regional Bangladesh. Social implications The research findings may help identify barriers to enhancing participatory activities in a developing society. Originality/value Though NPM is an obsolete theory for developed countries, it needs to be implemented successfully in developing countries prior to the implementation of NPG.
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Cavalcante, Pedro Luiz. "Trends in Public Administration after Hegemony of the New Public Management." Revista do Serviço Público 70, no. 2 (June 28, 2019): 195–218. http://dx.doi.org/10.21874/rsp.v70i2.3212.
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The paper’s goal is to advance at understanding of the public management framework after decades of administrative reform under the New Public Management (NPM) hegemony. Based on a broad literature review, the paper maps trends in terms of principles and guidelines and indicates that post-NPM is a process of continuity rather than a disruption with the previous paradigm. The implementation processes of the management trends, as well as in the NPM, are presented in different ways, varying according to the context and institutional framework of each government. The article concludes that the most emblematic characteristic of the contemporary public administration is the prevalence of the governance phenomenon that, in different formats, encompasses most of the post-NPM principles and guidelines discussed in the literature. In this sense, the return of the State and the bureaucracy as protagonists is emphasized, however, far from the traditional hierarchical standard. The current role of the civil service focus on the direction of interdisciplinary skills, collaborative capacities, increasing accountability to society, as well as leadership with interactive components.
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Lange, Stefan. "New Public Management und die Governance der Universitäten." dms – der moderne staat – Zeitschrift für Public Policy, Recht und Management 1, no. 1 (May 10, 2008): 235–48. http://dx.doi.org/10.3224/dms.v1i1.12.
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Die deutschen Universitäten werden heute nach Vorgaben des New Public-Management (NPM) reformiert. Dabei wird häufig unter dem Eindruck der Vielfalt der Instrumente, die zum Einsatz kommen, aus den Augen verloren, dass es sich bei NPM – aus analytischer Perspektive – durchaus um ein ganzheitliches Modell der Governance von Hochschulen und anderer staatsnaher Organisationen handelt. Aber auch zahlreiche nichtintendierte Effekte dieser Reformen lassen sich beobachten. Der Beitrag versucht dies im Rahmen eines Überblicks über die aktuelle Literatur aufzuzeigen. Da andere Länder mit Blick auf NPM-Reformen ihrer Hochschulsysteme fortgeschrittener sind als Deutschland, wird ein Schwerpunkt auf die international vergleichende Literatur der letzten Dekade gelegt.
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Chigudu, Daniel. "Implementing new public management in Zimbabwe: Challenges and obstacles." Journal of Governance and Regulation 3, no. 2 (2014): 43–49. http://dx.doi.org/10.22495/jgr_v3_i2_c1_p4.
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This paper is an exploratory study of the new public management (NPM)’s implementation in Zimbabwe. The data presented is a review of the government’s policy initiatives and research publications. Findings suggest fragmented implementation of NPM reforms without requisite administrative skills, lack of resources, ill timing, and political inertia. This research’s underlying significance is that it provides insights to improve NPM and future public sector reforms. It contributes to relevant literature by filling gaps in the research on NPM in Zimbabwe The paper provides policy recommendations necessary for addressing public sector reforms in developing economies particularly in African countries that have a history of political instability.
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Williamson, Sue, Lisa Carson, and Meraiah Foley. "Representations of New Public Management in Australian Public Service gender equality policies." Equality, Diversity and Inclusion: An International Journal 39, no. 2 (December 23, 2019): 235–50. http://dx.doi.org/10.1108/edi-05-2019-0145.
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Purpose Governments have demonstrated a renewed interest in progressing gender equality for their workforces, including in Australia. This refocusing has resulted in a tranche of new gender equality policies being introduced into the Australian Public Service (APS). The purpose of this paper is to examine how New Public Management (NPM) is reflected in these gender equality policies and consider whether NPM may assist or hinder gender being “undone” or “redone” in APS organisations. Design/methodology/approach A content analysis was conducted to assess the strategies contained within the gender equality policies of all 18 Australian government departments. Findings The content analysis reveals that the policies strongly reflect an NPM framing, except in one important area – that of monitoring and evaluation. The lack of attention to this crucial element of NPM may hinder effective implementation of many of the policies. The authors also conclude that while good intent is evident in the policies, they may “redo” rather than “undo” gender in organisations. Practical implications The paper will assist organisations which are developing and implementing gender equality policies. Even though NPM is specific to the public sector, the research highlights the potential and pitfalls when developing such policies in an environment focused on increasing efficiencies and reducing costs. Originality/value While gender equality and public sector reforms occurred simultaneously in Australia, few researchers have examined the interactions between the two.
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김윤호. "The New Public Management(NPM) and Its Limitations." Korean Governance Review 17, no. 3 (December 2010): 179–95. http://dx.doi.org/10.17089/kgr.2010.17.3.008.
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Mahmoud, Moumen, and Rosly Othman. "New Public Management in the Developing Countries: Effects and Implications on Human Resource Management." Journal of Governance and Integrity 4, no. 2 (February 18, 2021): 73–87. http://dx.doi.org/10.15282/jgi.4.2.2021.5573.
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Understanding the linkage between New Public Management (NPM) reforms and Human Resource Management (HRM) are required to be highlighted. A Systematic Literature Review (SLR) used as a research methodology to discuss the implementation of NPM reforms, gaps and challenges of NPM, and the effects and implications of these gaps and challenges on HRM. This paper contributes to the existing literature by offering important lessons and experiences of the implemented NPM reforms, alongside their major gaps and challenges towards HRM in the developing world. The discussion and conclusion are presented at the end.
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Fakhrul, Islam. "New Public Management (NPM): A dominating paradigm in public sectors." African Journal of Political Science and International Relations 9, no. 4 (April 30, 2015): 141–52. http://dx.doi.org/10.5897/ajpsir2015.0775.
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Islam, Md Shariar. "New Public Management-based Reform in Bangladesh: A Review of Public Administration Reform Commission." Indian Journal of Public Administration 64, no. 1 (February 15, 2018): 15–35. http://dx.doi.org/10.1177/0019556117735458.
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This article highlights that Bangladesh has not been able to achieve desired success in implementing Public Administration Reform Commission’s (PARC) new public management (NPM)-driven reform recommendations as there are major challenges such as lack of political commitment, bureaucratic unwillingness to bring about change, lack of advocacy for NPM reform among the people and inefficient public service management. To face the challenges of NPM reform implementation, it is needed to ensure political commitment, bureaucratic support, awareness among the people through government, non-government and social organisations.
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Indahsari, Charity Latanza, and Sam'un Jaja Raharja. "New Public Management (NPM) as an Effort in Governance." Jurnal Manajemen Pelayanan Publik 3, no. 2 (June 16, 2020): 73. http://dx.doi.org/10.24198/jmpp.v3i2.25342.
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New Public Management (NPM) is an approach in public administration that applies knowledge and experience gained in the world of management and other disciplines to improve the efficiency and effectiveness of public service performance in modern bureaucracies. New public management focuses on public sector management that is performance-oriented, not policy-oriented. Based on the results of this study, there were three policies or strategies in the New Public Management (NPM) as an effort in governance, which were the reorganization of public administration, decentralization of partnerships and networks, and innovation. The purpose of making this literature review was to add insight into the New Public Management (NPM) as an effort in governance. The method used in this research was Study Literature Review (SLR), using several articles found in searches on Scopus, which were published in the last five years.
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Mansour, Ahmed M. E. "The Experience of New Public Management and New Public Governance in Selected Arab Countries." Contemporary Arab Affairs 11, no. 3 (September 2018): 85–112. http://dx.doi.org/10.1525/caa.2018.113005.
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The major objective of this article is to discuss briefly the roots of the new public management (NPM) and public governance (PG) movements. To achieve this, it develops a theoretical framework to analyze the experiences of a selected set of Arab countries to explain critically the factors that influence the application of these two modern approaches to public-sector management in these Arab countries. Specifically, the article discusses critically the response of selected Arab world countries to the NPM and PG, and the impact of such factors on the influence of international organizations, their different colonial heritage, types of government systems, and politico-economic philosophies.
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Xanthopoulou, Panagiota, and Iosif Plimakis. "From New Public Management to Public Sector Management Reforms during the pandemic. The effects of Covid-19 on public management reforms and effectiveness." Technium Social Sciences Journal 26 (December 9, 2021): 576–96. http://dx.doi.org/10.47577/tssj.v26i1.5177.
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The current paper presents some aspects and criticisms from the theoretical literature concerning the New Public Management (NPM). The article also critically examines whether the NPM model is appropriate and the drivers that affected its efficiency and effectiveness in the public sector especially in Greece, during the current pandemic. The research concluded that the process of managerial reform and the specific criteria in order to evaluate NPM’s effectiveness are not completed yet and that there are some key barriers such as the statist perception of citizens and politicians, the corruption of public, the fragmented organizational structures, the resistance to change that hinder the success of change and of NPM’s effective implementation in public sector. However, Covid-19 was a situation that helped many aspects of NPM such as digitalization, digital transformation, e-governance etc. to effectively be introduced and implemented in public governance of Greek organisations.
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Ratmono, Dwi, and Darsono Darsono. "New public management and corruption: Empirical evidence of local governments in Indonesia." Public and Municipal Finance 11, no. 1 (June 7, 2022): 54–62. http://dx.doi.org/10.21511/pmf.11(1).2022.05.
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This study is relevant because it examines the determinants of corruption in local governments that have a negative impact on the success of sustainable development. This study aims to examine the effect of New Public Management (NPM), as measured by fiscal decentralization, financial reporting quality and independent audits, on the level of corruption. The sample consisted of 433 local governments in Indonesia based on data from 2011–2017. PLS-SEM was used as a data analysis technique. The results test shows that fiscal decentralization positively affects corruption with a path coefficient of 0.19 and a p-value of 0.004. The quality of financial reporting has a negative effect on the level of corruption with a coefficient of –0.26 and a p-value < 0.001. Hypotheses testing results also show that audit finding positively affects corruption with a coefficient of 0.10 and a p-value < 0.10. On the other hand, follow-up audit results have no significant effect on corruption with a p-value > 0.10. This study concludes that the NPM mechanism in the form of fiscal decentralization positively affects corruption. These results imply that fiscal decentralization needs to be balanced with good governance, among others, by increasing the quality of financial reports and independent audits.
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Steccolini, Ileana. "Accounting and the post-new public management." Accounting, Auditing & Accountability Journal 32, no. 1 (December 4, 2018): 255–79. http://dx.doi.org/10.1108/aaaj-03-2018-3423.
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Purpose The purpose of this paper is to reflect various pathways for public sector accounting and accountability research in a post-new public management (NPM) context. Design/methodology/approach The paper first discusses the relationship between NPM and public sector accounting research. It then explores the possible stimuli that inter-disciplinary accounting scholars may derive from recent public administration studies, public policy and societal trends, highlighting possible ways to extend public sector accounting research and strengthen dialogue with other disciplines. Findings NPM may have represented a golden age, but also a “golden cage,” for the development of public sector accounting research. The paper reflects possible ways out of this golden cage, discussing future avenues for public sector accounting research. In doing so, it highlights the opportunities offered by re-considering the “public” side of accounting research and shifting the attention from the public sector, seen as a context for public sector accounting research, to publicness, as a concept central to such research. Originality/value The paper calls for stronger engagement with contemporary developments in public administration and policy. This could be achieved by looking at how public sector accounting accounts for, but also impacts on, issues of wider societal relevance, such as co-production and hybridization of public services, austerity, crises and wicked problems, the creation and maintenance of public value and democratic participation.
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Van Helden, G. J. "NPM is dood, leve NPM!" Maandblad Voor Accountancy en Bedrijfseconomie 80, no. 11 (November 1, 2006): 528–29. http://dx.doi.org/10.5117/mab.80.12803.
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New Public Management (NPM) staat voor de aan het bedrijfsleven ontleende technieken en stijlen waarmee overheidsorganisaties beter moeten gaan functioneren. NPM kent verschillende verschijningsvormen, zoals de ontvlechting van beleid en beleidsuitvoering, uitbesteding/privatisering, de vorming van min of meer zelfstandige eenheden binnen organisaties, de vervanging van input control door output control en allerhande vormen van prestatiemanagement en -verantwoording.
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Ţicu, Dorina. "New tendencies in public administration: from the new public management (NPM) and new governance (NG) to e-government." MATEC Web of Conferences 342 (2021): 08002. http://dx.doi.org/10.1051/matecconf/202134208002.
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This article aims to realize an analysis on the current public administration through the prism of new explanatory theories: The New Governance (NG) and the New Public Management (NPM), beyond the classical bureaucratic theories, the sociological theories, etc. The article is based on a qualitative analysis of the local public administrative system: trying to identify whether the elements of e-government are present at this level, as well as what their role and their necessity are at the publicadministrative level by correspondence with the new theories applied, presented above: NG and NPM.
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Tabrizi, Jafar Sadegh, Elaheh HaghGoshayie, Leila Doshmangir, and Mahmood Yousefi. "New public management in Iran’s health complex: a management framework for primary health care system." Primary Health Care Research & Development 19, no. 03 (January 9, 2018): 264–76. http://dx.doi.org/10.1017/s1463423617000767.
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BackgroundNew public management (NPM) was developed as a management reform to improve the efficiency and effectiveness in public organizations, especially in health sector. Using the features of private sector management, the managers of health organizations may try to implement the elements of NPM with the hope to improve the performance of their systems.AimsOur aim in the present study was to identify the elements and infrastructures suitable for implementing NPM in the Iranian health complex.MethodIn this qualitative study with conventional content analysis approach, we tried to explore the NPM elements and infrastructures in Iranian public health sector. A series of semi-structured interviews (n=48) were conducted in 2016 with a managers in public and private health complex. Three focus group discussions with nine faculty members were also conducted. A data collection form was used to collect the demographic characteristics and perspectives of the participants.FindingsFrom the perspective of managers, managerialism, decentralization, using market mechanism, performance management, customer orientation and performance budgeting were the main elements of NPM in the Iranian context. The most important infrastructures for implementing this reform were as follows: education and training, information technology, the proper use of human resources, decision support systems, top management commitment, organizational culture, flexibility of rules, rehabilitating of the aging infrastructures, and expanding the coverage of services.ConclusionThe NPM was generally identified to be an effective replacement for the traditional administration method. These reforms may be helpful in strengthening the public health complex and the management capacity, as well. NPM also seems to be useful in interacting the public health sector with the private sector in terms of personnel and resources, performance, reward structure, and methods of doing business.
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Hays, Steven W. "Labour-Management Relations and New Public Management: The American Experience." Economic and Labour Relations Review 13, no. 1 (June 2002): 7–35. http://dx.doi.org/10.1177/103530460201300102.
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This paper provides a broad overview of the role that unions have, and have not — played in the unfolding drama of public management reform in the United States. Factors impeding the ability of unions to shape the reform movement are highlighted. Fragmentation of power and even the absence of rudimentary collective bargaining rights in many locations restrict civil servants' ability to influence the reform agenda. As a result, New Public Management (NPM) initiatives have progressed in a fashion that often works to the disadvantage of public workers. ‘De-privileging’, privatisation, and devolution of public agencies have become almost ubiquitous. The paper concludes with the observation that NPM offers a golden opportunity, if not the obligation, for management and labour to adopt a more cooperative and participatory approach to policy making in the workplace.
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Ropret, Marko, and Aleksander Aristovnik. "Public Sector Reform from the Post-New Public Management Perspective: Review and Bibliometric Analysis." Central European Public Administration Review 17, no. 2 (November 7, 2019): 89–116. http://dx.doi.org/10.17573/cepar.2019.2.05.
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The aim of this article is to evaluate the impact of public sector reform on academic literature from the post-NPM perspective. There have been several investigations into post-NPM public governance models and their impact on public sector reform. Yet, the research problem faced when analysing post-NPM literature is the lack of studies examining the multitude of possible public governance models (PGM) with sufficient comprehensiveness, especially in Central and Eastern European (CEE) states. In order to effectively address the research problem, a bibliometric analysis was performed, following three objectives: (i) an investigation into the evolution of PGM literature, (ii) identification of the core publications and authors based on publication frequency, and (iii) a citation network analysis (a historiograph), indicating the relations among the most-cited publications. It involved the identification of 16,374 publications in the Web of Science database, narrowed down to the 100 most cited between 1994 and 2017, and the application of the HistCite bibliometric analysis software, covering descriptive statistics, bibliometric indicators, and historiographic citation analysis. The research results reveal a growing research interest in the topic, as supported by bibliometric indicators. In addition, important differences as regards coverage and diffusion of individual post-NPM models are indicated. Namely, most publications focus on the ‘governance’ paradigm and subsequent critical rethinking, as indicated by several post-NPM modernisation proposals. Furthermore, we have shown that such evaluation of governance and related doctrines may be biased in favour of subjective, pluralistic Western ideas about governance, presumably limiting their impact within the CEE and several other regions. Hence, the regions’ particularities in terms of governance (post-socialism, Rechtsstaat culture, EU membership, small states, etc.) must be further taken into account in the post-NPM literature.
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Hughes, Owen. "Public management: 30 years on." International Journal of Public Sector Management 30, no. 6-7 (August 14, 2017): 547–54. http://dx.doi.org/10.1108/ijpsm-06-2017-0174.
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Purpose The purpose of this paper is to conduct a conceptual survey of transformation in the management of the public sector over the past 30 years. Design/methodology/approach The paper provides a comparison of the bureaucratic form of public administration with more flexible forms of public management. Findings The major change from an administrative model is that public managers are personally responsible for the delivery of results; from that starting point different countries have implemented reforms in their own way. The 30-year timeframe points to the need to reconceptualize ideas of New Public Management (NPM) argued here to have been unhelpful for understanding public management. Originality/value The importance of NPM has been exaggerated previously. The argument here is that public management includes an enduring set of reforms, NPM does not.
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Budding, G. Tj, and Tom Groot. "De ontwikkeling van New Public Management in Nederland." Maandblad Voor Accountancy en Bedrijfseconomie 82, no. 4 (April 1, 2008): 152–60. http://dx.doi.org/10.5117/mab.82.16330.
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In de Nederlandse publieke sector zijn sinds de jaren tachtig van de vorige eeuw diverse managementhervormingen zichtbaar ie passen in de internationale New Public Management (NPM) trend. In dit artikel worden deze ontwikkelingen beschreven en de resultaten gepresenteerd van een onderzoek onder professionals. We tonen aan dat NPMhervormingen niet meer zijn weg te denken. Tegelijkertijd worden deze in de onderscheiden onderdelen van de non-profit sector op verschillende manieren ingevoerd. Bij de invoering ervaart men diverse dilemma’s, zoals tussen ondernemerschap en het afl eggen van verantwoording. De hier onderzochte praktijkervaringen geven tevens de indruk dat NPM in zijn algemeenheid de effi ciency en effectiviteit enigszins heeft verbeterd.
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Mei, Jixia, and Ian Kirkpatrick. "Public hospital reforms in China: towards a model of new public management?" International Journal of Public Sector Management 32, no. 4 (May 13, 2019): 352–66. http://dx.doi.org/10.1108/ijpsm-03-2018-0063.
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Purpose The purpose of this paper is to explore how far plans to “modernize” hospital management in China are converging toward a global model of new public management (NPM) or represent a distinctive pathway. Design/methodology/approach This paper draws on a systematic review of available secondary sources published in English and Chinese to describe both the nature and trajectory of hospital management reforms in China. Findings In China, while public hospital reforms bear many of the hallmarks of the NPM, they are distinctive in two key respects. First, the thrust of current reforms is to partially reverse, not extend, the trend toward marketization in order to strengthen the public orientation of public hospitals. Second is a marked gap between the rhetoric and reality of empowering managers and freeing them from political control. Practical implications This paper develops a framework for understanding the drivers and obstacles to hospital management reforms in China that is useful for managers, clinicians and policy makers. Originality/value In China, few authors have considered NPM reform in relation to healthcare. This paper contributes in better understanding current reforms taking place in China’s expanding healthcare sector and locates these within broader theoretical and policy debates.
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Zlatanović, Dejana, Jelena Nikolić, Marija Stanojević, and Verica Jevtić. "Challenges and barriers of new public management: empirical evidence from Serbia." Bizinfo Blace 13, no. 1 (2022): 33–40. http://dx.doi.org/10.5937/bizinfo2201033z.
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Taking into account the requirements and challenges of dynamic business environment, New Public Management becomes a dominant paradigm in managing the public organizations. The paper aims to identify the main features, i.e., challenges and barriers of new public management generally, and particularly in Serbian public organizations. Therefore, the paper focuses on analyzing the NPM as a contemporary management paradigm in public sector which contributes to enhancing effectiveness and efficiency of public organizations. The results of empirical research conducted in public sector organizations in the Republic of Serbia are presented with the aim to reveal employees' perceptions regarding challenges and barriers of NPM implementation. The results demonstrate that, although some aspects of NPM can be observed, the practice of NPM is not sufficiently developed in Serbian public sector organizations. Additionally, the results indicate the need for emphasizing the employees as one of the main factors of success by public managers, with enabling the appropriate training for employees, effective communication as well as an adequate leadership style.
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Zhu, Xufeng, and Qiyuan Jiao. "“New Public Management” in China at the Local Level: Competition-Driven Local Public Service Reform in Tianjin." Lex localis - Journal of Local Self-Government 10, no. 2 (April 26, 2012): 153–70. http://dx.doi.org/10.4335/10.2.153-170.
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New public management (NPM) paradigm plays an increasingly important role in contemporary public management practices throughout the democratic world. This article argues that the driving force behind NPM reform in China at the local level is the competitive pressure to improve administrative performance. In China, where there is no electoral democratic regime, local governments face pressure in competition with counterparts over economic performance and consequent promotion opportunities for their leadership. The introduction of NPM can make local governments more effective and efficient in providing public services, which can result in local governments attracting more investments and enhancing competitiveness. The administrative licensing reform with public service outsourcing in Heping District, Tianjin City, China, is an example of NPM reform driven by competition among local governments.
Keywords: new public management • local governments • administrative licensing • public service outsourcing • China
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Riyadi, Slamet. "Ilmu Administrasi Dalam Perspektif Good Goverment Dan New Public Management." Jurnal Wahana Bina Pemerintahan 2, no. 2 (November 29, 2015): 59–66. http://dx.doi.org/10.55745/jwbp.v2i2.21.
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This paper reviews the new perspective of public management and good goverment in the perspective of the administration and explains the differences between the two. New Public Management (NPM) at risk of leaving the service function for the poor and marginal. Therefore the perspective of good goverment improve NPM development movement.
NPM paradigm without accountabilty would risk leaving the public interest. Accountbility as a basic pilar paradigm and the paradigm of good government can improve the weaknesses found in the paradigm previously thought.
To implement public accountabilty is the transparency information. Transformation information system is the basic capital that can be used for the perfomance evaluation efforts of the public sector and to evaluate the implementation of public sector accountability for decisions and actions, namely the extent to which outcome and can be caused in the management of public service.
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Newman, Stuart, and Jocalyn Lawler. "Managing health care under New Public Management." Journal of Sociology 45, no. 4 (November 24, 2009): 419–32. http://dx.doi.org/10.1177/1440783309346477.
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The drive to reform the public health care system became a common feature of Australia’s political and economic landscape from the early 1980s. Health care reform in Australia has been underpinned by New Public Management (NPM) which was promoted as providing more transparent policy and empowering managers to manage service delivery. However, these claims are a fallacy and nursing and nursing care have been affected adversely and severely. General (generic) management structures have replaced established nursing management structures and the distance between politics (politicians) and health service managers has narrowed to the extent that there is now an unprecedented level of political interference in the daily management of health services, in direct contrast to the tenets of NPM. This article reports on the ‘reformed’ health care environment as experienced by nurse managers. They reported that their ability to manage nursing services and provide professional and clinical leadership has been seriously diminished, as has their work satisfaction, motivation and commitment. They also report uncertainty about their future as well as the future of nursing itself.
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Mann, Monique. "New public management and the ‘business’ of policing organised crime in Australia." Criminology & Criminal Justice 17, no. 4 (October 26, 2016): 382–400. http://dx.doi.org/10.1177/1748895816671384.
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The globalisation of new public management (NPM) across OECD countries had a profound impact on the administration and management of policing policy and practice. The ideologies of NPM were enthusiastically embraced in Australia in response to high-level corruption with mixed results. This article draws on interviews with senior Australian federal police to explore the policing of organised crime in the context of NPM. Emerging themes concerned the requirement to make the ‘business case’ for resources on the basis of strategic intelligence, recognition of the complexities associated with performance measurement and institutional competition as agencies vie for limited public resources. This article questions the discursive practices of NPM policing and raises questions about notions of ‘accountability’ and ‘transparency’ for effective police approaches to organised crime.
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Raimann, Ari, and Eulália Gonçalves Souza Oliveira. "The new public management and implications on teaching work in the public sector." Revista Tempos e Espaços em Educação 15, no. 34 (August 10, 2022): e17917. http://dx.doi.org/10.20952/revtee.v15i34.17917.
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The objective of this text is to analyze the State Reform and the implementation of the New Public Management (NPM) and its implications in the field of education, especially in the teaching work in the public sector. The restructuring of education from the 1990s onwards, in the context of the NPM, imposes on teaching work principles and values arising from the productive society of capital, with determinations from the private sector. The text stems from extensive research carried out at the Stricto Sensu Postgraduate level. Data were collected in a municipality in the state of Mato Grosso, in the municipal and state network.
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Plotnikof, Mie. "Changing market values? Tensions of contradicting public management discourses." International Journal of Public Sector Management 29, no. 7 (October 10, 2016): 659–74. http://dx.doi.org/10.1108/ijpsm-02-2016-0027.
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Purpose The purpose of this paper is to address studies of New Public Governance (NPG) as a post-New Public Management (NPM) tendency. Although NPG is considered a contrast to NPM and its market incentives, it argues that the practices emerging in tensions of NPM and NPG discourses indicate not a clear-cut shift away from NPM, but rather changes that combine competition with collaboration and trust. Design/methodology/approach It offers a discourse approach to advance the theorizing and empirical unfolding of the tensions of contradicting, yet co-existing discourses of NPM and NPG and their effects in practice. Drawing on a case study from the Danish daycare sector, it investigates local collaborative governance initiatives that develop new quality-management methods. Findings The study elucidates how NPM and NPG discourses collide in local practices of public sector management within daycare. It shows that the discursive tensions between such value-laden practices indicate a changing marketization associated with collaboration and trust, yet also competition. Research limitations/implications To research it becomes critical to advance theoretical and empirical knowledge on the constitutive effects of such complex discursive tensions in public organizations. Practical implications To practice it becomes necessary to acknowledge and handle co-existing, yet contradicting management discourses, and not mistake their opposing values as necessarily distinct, but rather as entangled in practice. Originality/value The paper contributes with original findings that shed new light on colliding management discourses in practices and their effects within the public sector area of daycare.
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Christensen, Tom, and Per Lægreid. "Democracy and administrative policy: contrasting elements of New Public Management (NPM) and post-NPM." European Political Science Review 3, no. 1 (February 25, 2011): 125–46. http://dx.doi.org/10.1017/s1755773910000299.
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This article presents an analytical platform for discussing and analyzing administrative reforms in terms of democracy. First, we present the democratic theory positions represented by output democracy and input democracy. These two positions are used to classify different types of reform. The second explanatory approach on democracy and reforms is transformative, and it applies a mixture of external features, domestic administrative culture, and polity features to understand variations in the democratic aspects of public sector reforms. Central issues are whether these reforms can be seen as alternatives or whether they complement each other in terms of layering processes. Third, we take a broad overview of New Public Management (NPM) and post-NPM reforms and carry out an in-depth analysis of a new administrative policy report by the Norwegian centre-left government. Finally, we discuss briefly the broader comparative implications of our findings.
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Stankovic, Marija. "Demystifying the relationship between new public management and social entrepreneurship: A conceptual framework." Sociologija 62, no. 3 (2020): 438–54. http://dx.doi.org/10.2298/soc2003438s.
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The deficiency of new public management (NPM) has become evident by the end of the 20th century. At the same time, society is turning to new initiatives that seek to address social and environmental problems. One of those initiatives is a social entrepreneurship that uses market forces to create social value. The paper presents the conceptual framework that answers the questions ?Do social enterprises exist because of the NPM flaws??. The comparison between the two phenomena has been made by following Drechsler?s analysis of NPM flaws. The results show a connection between virtues nurtured by social enterprises and shortcomings that diminished NPM.
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Madimutsa, Clever, and Leon G. Pretorius. "Revisiting Trade Unions’ Response to New Public Management: A Case From Zambia." Public Personnel Management 46, no. 3 (June 13, 2017): 288–307. http://dx.doi.org/10.1177/0091026017713230.
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This article discusses the strategic responses by public-sector unions to new public management (NPM) reforms in Zambia. The article is based on a qualitative research methodology focusing on the Civil Servants and Allied Workers Union of Zambia. The study shows that public-sector workers in developing countries are more vulnerable to the effects of externally imposed NPM reforms, which include job cuts. However, the implementation of these reforms faces opposition especially from trade unions. In line with the assumptions of strategic choice theory, union responses to NPM reforms are strategic. Despite the high vulnerability of public workers in developing countries, their unions use strategies that can also be observed in developed countries to mitigate the negative consequences of NPM reforms on the public sector. These strategies follow a three-stage process, namely, opposing the reforms, negotiating for favorable reform measures, and shifting from centralized structures to networks.
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Ladner, Andreas. "Administrative Reforms in Swiss Municipalities over the Last Twenty Years – The end of New Public Management?" Lex localis - Journal of Local Self-Government 14, no. 2 (April 18, 2016): 185–207. http://dx.doi.org/10.4335/14.2.185-207(2016).
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There has been much talk about the end the NPM in recent years. Our comprehensive monitoring of Swiss municipalities, however, reveals that a lot of municipalities have continued to reform their political and administrative system along the ideas of NPM. It is the reform discourse that has changed. They stopped referring to them as NPM. Some of the core elements of NPM related to new forms of political steering, however, proved to be less popular. The reforms can therefore be termed as “NPM light”. When it comes to explaining the spread of the different reform activities within the country, we find evidence for the historical and sociological neo-institutionalism. There are considerable differences between language areas and between smaller and larger municipalities. Party preferences of local executives and of the citizens do not matter. The results shed new light on the debate about the assumed failure of NPM reforms.
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Goddard, Andrew, and Tausi Ally Mkasiwa. "New public management and budgeting practices in Tanzanian Central Government." Journal of Accounting in Emerging Economies 6, no. 4 (November 7, 2016): 340–71. http://dx.doi.org/10.1108/jaee-03-2014-0018.
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Purpose The purpose of this paper is to investigate the budgeting practices in the Tanzanian Central Government. New budgeting reforms were introduced following exhortations from the bodies such as the UN, the World Bank and the IMF and reflect the new public management (NPM). Design/methodology/approach A grounded theory methodology was used. This methodology is inductive, allowing phenomena to emerge from the participants rather than from prior theory. This ensures both relevance and depth of understanding. Findings The principal research findings from the data concern the central phenomenon of “struggling for conformance”. Tanzanian Central Government adopted innovations in order to ensure donor funding by demonstrating its ability to implement imposed budgetary changes. Organizational actors were committed to these reforms through necessity and struggled to implement them, rather than more overtly resisting them. Research limitations/implications The research is subject to the usual limitations of case study, inductive research. Practical implications This research has several implications for policy-makers of NPM and budgetary reforms. These include the recognition that the establishment of the rules and regulations alone is not adequate for the successful implementation of budgetary and NPM reforms and should involve a comprehensive view of the nature of the internal and external environment. Originality/value There are few empirical papers of NPM accounting practices being implemented in the public sector of developing countries and none at all based in Tanzania. The paper identifies the existence of struggling to conform to reforms rather than resistance identified in prior research.
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Kartalis, Nikos, Mathew Tsamenyi, and Kelum Jayasinghe. "Accounting in new public management (NPM) and shifting organizational boundaries." Accounting, Auditing & Accountability Journal 29, no. 2 (February 15, 2016): 248–77. http://dx.doi.org/10.1108/aaaj-05-2014-1707.
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Purpose – The purpose of this paper is to examine how accounting is implicated in the creation and maintenance of organizational boundaries. The analysis focuses on organizations subjected to conflicting objectives as a result of new public management (NPM) reforms. Design/methodology/approach – The analysis is based on case studies of four cultural organizations (Show Caves) in Greece. Data are collected from semi-structured interviews, informal discussions and document analysis. The paper draws on Bourdieu’s concepts of “field”, “capital” and “habitus” and Llewellyn’s analysis of organizational boundary maintenance. Findings – The study observes that NPM reforms contributed to shifting organizational boundaries – from cultural/archaeological to economic/financial and this resulted in conflicting organizational objectives. This subsequently created conflicts between key actors (municipal politicians, professional managers and anthropologists). These actors, depending on the positions (and habitus) they occupy, and the capital (political, cultural and symbolic) they hold, are able to bargain for resources (economic capital). The conflicting objectives (archaeological/cultural/historical, political and commercial) that emerged and the tensions that arose between the key players shaped the identities and boundaries of the Show Caves. Originality/value – The study makes an original contribution by revealing the complexity and struggle between actors and the role of accounting in managing the boundaries. For example, the study explains how financial threshold and accountability structures function within these cultural organizations that are subjected to conflicting objectives in the context of NPM reforms.
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Ongaro, Edoardo, and Ewan Ferlie. "Exploring Strategy-Making in ‘Non-New Public Management’ Public Services Settings: The Case of European Union Agencies." Administrative Sciences 9, no. 1 (March 11, 2019): 23. http://dx.doi.org/10.3390/admsci9010023.
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A growing public management literature has debated whether strategic management models originally developed for private firms are also relevant to contemporary public agencies. Thus far, it has been easier to apply strategic management models centred on competitive advantage in jurisdictions in which new public management (NPM) reforms have left an enduring inheritance, with the emphasis in these settings on the autonomization of public agencies and a prominent concern with ‘performance’. Based on the case study of public agencies in the European Union, we argue there is potential to apply strategic management models in other jurisdictions where the penetration of NPM has been much lower, provided certain conditions of agency autonomy are met and factors—such as stakeholders’ expectations stimulating the adoption of strategic management models—perform as the functional equivalent of the pressures provided by NPM incentivization systems. The paper contributes to the literature aimed at employing the discipline of strategic management—a thriving field of inquiry business administration and management—as a valuable source of knowledge for the advancement of public management.
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Webster, Mike, and David McNabb. "New public management and information communication technology: Organisational influences on frontline child protection practice." Aotearoa New Zealand Social Work 28, no. 2 (August 18, 2016): 51–63. http://dx.doi.org/10.11157/anzswj-vol28iss2id224.
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In this paper the authors examine the new public management (NPM) philosophy influencing the organisational environment in which child protection social workers are located. NPM prioritises outputs through policies, such as results based accountability (RBA) predicated on the expectation that responsibility to achieve designated programme outcomes is sheeted to the agency and its workers. Ongoing funding depends on programme results.NPM ideology assumes that workers and managers in agencies tasked with delivering care and protection services are able to control the variables influencing outputs which contribute to outcomes. The authors will analyse four key aspects of NPM thinking (RBA, outputs, outcomes and key performance indicators) and explore their organisational consequences. The influence on social work practice of information and communications technology (ICT), on which NPM depends, is also considered.The paper is not an ideologically based rejection of NPM, but rather an assessment of its consequences for care and protection practice. The authors call for a return to the centrality of relationally based social work processes embodied in common factors (CF) practice, such as the therapeutic alliance. We argue that CF approaches offer a contrasting and more appropriate practice philosophy than NPM thinking while still enabling achievable, multifaceted organisational benefits.
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Cavalcante, Pedro. "Innovations in the Federal Government During the Post-new Public Management Era." Revista de Administração Contemporânea 22, no. 6 (December 2018): 885–902. http://dx.doi.org/10.1590/1982-7849rac2018170391.
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Abstract The main goal of this paper is to analyze whether innovations in the federal government follow public management trends, especially in the post-New Public Management (NPM) era. The article, based on exploratory descriptive research, investigates the most frequent trends in terms of principles and guidelines, their evolution in time and the relationship among the trends, and the thematic area of the innovations. To accomplish the goal, we initially conducted a comprehensive literature review to map the post-NPM trends. Next, we used content analysis to verify these initiatives based on the Federal Award of Public Management Innovation (FAPMI) from 2007 to 2015. The empirical findings confirm that more than 90% of these initiatives have at least one post-NPM principle/directive. The recurrent initiatives are collaboration/partnership, coordination/control, and participation/engagement with minor differences between the FAPMI runners-up and winners. A comparison of the trends according to innovation type, depicted by their thematic areas, revealed an overall heterogeneity among these trends. The most frequent type - new arrangement - is highly related to collaboration and partnership, while internal ends initiatives have less common post-NPM principles/directives, such as strengthening bureaucracy and leadership.
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Verbeeten, F. H. M. "New Public Management bij Nederlandse overheids- en non-profit organisaties: stand van zaken." Maandblad Voor Accountancy en Bedrijfseconomie 79, no. 1 (January 1, 2005): 19–24. http://dx.doi.org/10.5117/mab.79.10825.
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Veel overheidsorganisaties hebben in de afgelopen jaren (elementen van) New Public Management (NPM) ingevoerd. Op dit moment is echter nog onduidelijk in hoeverre overheidsorganisaties bepaalde NPM-instrumenten strategische planning, prestatiemeting en -beloning) gebruiken. De resultaten van dit onder werkgevers van studenten van het Public Governance MBA van Universiteit Nyenrode uitgevoerd onderzoek suggereren dat de missie en doelstellingen van Nederlandse overheids- en non-profit organisaties duidelijk zijn geformuleerd, maar dat zij moeite hebben met het meetbaar maken van hun doelstellingen. Met name hoeveelheids- en kwaliteitsmaatstaven worden gebruikt; efficiency- en effectmaatstaven worden veel minder gehanteerd. Bovendien wordt de beloning van ambtenaren nauwelijks gebaseerd op de geleverde prestaties. Gesteld kan worden dat Nederlandse overheids- en non-profit organisaties de eerder genoemde instrumenten uit het NPM-model (strategische planning, prestatiemeting en -beloning) minder toepassen dan Angelsaksische agentschappen. Onder de Nederlandse overheidsorganisaties blijkt dat gemeenten de eerder genoemde instrumenten uit het NPM-model weer minder toepassen dan andere publieke sectoren.
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Cejudo, Guillermo M. "Explaining change in the Mexican public sector: the limits of New Public Management." International Review of Administrative Sciences 74, no. 1 (March 2008): 111–27. http://dx.doi.org/10.1177/0020852307085737.
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The Mexican public sector has undergone significant transformations in recent decades. This article argues against the view that these changes are the result of New Public Management-style reforms. Even though the Mexican government has applied some of the tools associated with this paradigm, the essential NPM doctrines — granting more autonomy to public agencies and government officials, and using market mechanisms to promote competition in the public sector — have been absent from the agenda. The Mexican experience exposes two erroneous assumptions in the international debate about NPM: that there is a global trend of similar national reforms and that every change in the public sector is part of this new paradigm. Instead, the changes in the Mexican public sector are the result of incremental adjustments to two broader domestic processes: economic liberalization and political democratization — which have led to a smaller and relatively more accountable administration. Points for practitioners This article suggests that not all reforms are the result of New Public Management initiatives. It points towards alternative explanations for change in the Mexican public sector and identifies political democratization and economic liberalization as the main sources of change. This view challenges existing accounts of public sector change in developing countries and suggests a more complex process of reform. The main lesson for practitioners is that, when analysing reform experiences, they should look at the underlying causal processes rather than at the official rhetoric. Moreover, the article reminds practitioners that NPM is only one among several sources of doctrines for changing the public administration.
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Vogel, Rick. "Aufkommen und Verbreitung von New Public Management in Deutschland: Eine institutionalistische Diskursanalyse mit bibliometrischen Methoden." dms – der moderne staat – Zeitschrift für Public Policy, Recht und Management 2, no. 2 (December 10, 2009): 367–90. http://dx.doi.org/10.3224/dms.v2i2.07.
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Das Ziel der vorliegenden Studie ist es, mit Methoden der Diskursanalyse eine systematische Retrospektive über das Aufkommen und die Verbreitung von New Public Management (NPM) in Deutschland zu leisten. Die theoretische Grundlage der Untersuchung bilden institutionalistische Theorien, denen zufolge sich Institutionalisierungsprozesse in drei Stadien (Habitualisierung, Objektivierung, Sedimentierung) einteilen lassen, die einen jeweils anderen Grad der Institutionalisierung erzeugen. Die Analyse erfolgt mit bibliometrischen Methoden auf einer Datenbasis von rund 900 NPM-bezogenen Zeitschriftenaufsätzen, die rund 22.000 Zitationen enthalten. Im Ergebnis lassen sich zwar drei Institutionalisierungsphasen unterscheiden, jedoch entsprechen nur die ersten beiden Stadien den theoretischen Erwartungen. Damit ist NPM nur in den Zustand der Semi-Institutionalisierung eingetreten. Eine volle Institutionalisierung wurde nicht erreicht, weil sich NPM nicht von Rechtfertigungszwängen befreien konnte und keine ungebrochene Tradition entwickelt hat. Der Beitrag schließt mit vier Thesen zu NPM in Deutschland, die teilweise Rezeptionslegenden korrigieren.