Post-new public management models? New templates and possible lessons from a commercialising british public sector organisation , Southampton, UK University of Southampton
(Discussion Papers in Management, M03-13).
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The modernising government agenda advanced by the Labour government since 1997 has transformed the context and culture for public sector reform in the United Kingdom. Whilst the new language of change appeals to the benefits of lateral modes of organising – whether through ‘boundaryless’ and ‘network’ organisational forms, partnership working, Joined Up Government, process redesign, or e-business – many of the dominant features of New Public Management from the 1990s are still to be found in the current public sector transformation.
Against this background, an investigation into the development of a possible ‘post New Public Management template’ is timely. This paper explores this theme through an in-depth case study of a commercialising public organisation responding to the modernising government agenda and offers some broad reflections on the challenges and constraints that this organisation has faced in implementing change in this post-New Public Management era. Critical awareness of these tensions, it is concluded, should be directed towards the development of an ‘in-between’ public and private theory, calling for an understanding of the differences between the private and public
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