Abacus · 2009 · 503 citations · 46 references
Public Personnel AdministrationPublic RelationsPublic-private PartnershipPublic Sector Project ManagementAuditingCorporate Risk ManagementManagement DevelopmentNew Public ManagementRisk ManagementManagementPublic GovernancePolitical SciencePublic SpherePublic SectorsPublic PolicyAccountingPublic Sector AccountingStrategic ManagementAudit OversightRisk GovernanceManagement TechniqueBusinessAudit RegulationAdministrative ProcessGovernment AdministrationSocial Responsibility
New Public Management has been widely adopted internationally, driven by governments’ belief that it can transform public sectors using private‑sector performance criteria. This article examines the rise of NPM and argues that its widespread use often disappoints governments. The authors illustrate this by analyzing four key elements of NPM—management consultants, e‑government, the audit society, and risk management.
This article examines one of the most significant phenomena of the late twentieth and early twenty‐first centuries—the emergence of New Public Management (NPM). NPM has been widely adopted, internationally. However, its adoption is based on governments having faith in its deployment to transform their public sectors using private sector performance criteria. In this article, the case is advanced that the widespread use of NPM is often a cruel disappointment for governments. This is demonstrated by focusing on four key elements of NPM, as practised in the early twenty‐first century—the role of management consultants, the development of e‐government, the emergence of the ‘audit society’ and the increasing importance of risk management.
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A PUBLIC MANAGEMENT FOR ALL SEASONS?
Christopher Hood · Public Administration · 1991 · 9.3K citations
Organizations, Services Management, Intellectual Provenance +17
The Audit Society: Rituals of Verification