Budgetary and Financial Management Reforms in Korea: Financial Crisis, New                 Public Management, and Fiscal Administration

Ha, You‐Jung

doi:10.1177/0020852304046205

Cited by 8 publications

(3 citation statements)

References 14 publications

(15 reference statements)

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“…A reform in public administration refers to a major change, redesign, reconstruction or transformation of ideas, programs, tools and methods that may help foster a new approach to dealing with old or new problems facing the public sector (Askim et al., 2010; Pollitt and Bouckaert, 2011; Rieder and Lehmann, 2004). Studies have previously suggested that reforms involve a considerable shift in the government’s tendency to use public money or a change in structures or programs that no longer function properly or serve the national needs (De Vries and Nemec, 2013; Ha, 2004). Managerial reforms thus refer to changes that stem from the overall assessment of organizational or management capacities such as human resources and the human capital of bureaucracies as a strong vehicle for other changes in public policy (Bourgault and Van Dorpe, 2013).…”

Section: Managerial Reforms In Public Administration: the State Of Thmentioning

confidence: 99%

“…International Review of Administrative Sciences 84 4government's tendency to use public money or a change in structures or programs that no longer function properly or serve the national needs (De Vries and Nemec, 2013;Ha, 2004). Managerial reforms thus refer to changes that stem from the overall assessment of organizational or management capacities such as human resources and the human capital of bureaucracies as a strong vehicle for other changes in public policy (Bourgault and Van Dorpe, 2013).…”

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confidence: 99%

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Reforming the nations: a global study of the Need for Future Managerial Reforms in public administration

Vigoda‐Gadot

Cohen

Tsfati

2016

International Review of Administrative Sciences

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This study deals with the Need for Future Managerial Reforms (NFMR) in public administration as perceived by university professors from around the globe. We explore and validate a new NFMR scale based on traditional principles of the New Public Management (NPM) doctrine (e.g. downsizing government, debureaucratization, decentralization, managerialism, and privatization). We also propose a global professional selection (GPS) approach to the study of need for future managerial reforms, validating it with a theoretical model, eight propositions, and four hypotheses. According to the model, managerial quality, satisfaction with public services, trust in public services and NFMR are mutually related but should be considered within the cultural dimensions of each nation. Using data from a sample of 2995 faculty members in 191 major universities from 45 nations, we demonstrate the validity of the NFMR scale and of several direct and indirect hypotheses based on the theoretical model, as well as the advantage of the GPS-controlled mediating model over a simple mediating model. The findings are discussed theoretically and practically, with their implications for the study of future NPM-style reforms and the recent trends in modern governance. Points for practitioners This study suggests that greater calls for managerial reforms, especially from the knowledgeable community, are valuable inputs that should be heard and echoed in government halls. Improving managerial quality may reduce calls for managerial reforms. Public managers should invest in increasing citizens’ satisfaction and trust as they reduce pressures on policy makers to initiate expensive reforms. Cross-country transitions of lessons and knowledge about managerial reforms should be carried out with caution as values and traditions affect the type of required reforms and their meaning for the public.

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Section: Managerial Reforms In Public Administration: the State Of Thmentioning

confidence: 99%

mentioning

confidence: 99%

Reforming the nations: a global study of the Need for Future Managerial Reforms in public administration

Vigoda‐Gadot

Cohen

Tsfati

2016

International Review of Administrative Sciences

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“…Unlike the governments of the previous developmentalist era, a distinctive feature of the Kim Dae Jung government's restructuring program was that it was commissioned to the private sector by allowing both foreign management consulting firms and domestic civilian experts to participate in the process. At the same time, the government officially launched a new government organization, the Ministry of Planning and Budgeting (MPB), which was in charge of the overall process of government innovation and administrative reform (Ha, 2004). This organization served as a kind of a 'control tower' for various reform efforts.…”

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confidence: 99%

Administrative reform in South Korea: New Public Management and the bureaucracy

Kim

Han

2015

International Review of Administrative Sciences

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This article analyzes the political dynamics of South Korea’s recent administrative reform. We argue that successive South Korean governments’ New Public Management-inspired reform programs have only achieved partial success. In particular, they have largely failed to attain their ultimate goal – i.e. significant weakening of the traditionally strong elite bureaucracy in policymaking. The bureaucracy in the country has not become weakened as a result of the reform. Rather, the central government ministries have augmented their power and institutional autonomy. Those who were in charge of designing and implementing reform measures were bureaucrats themselves who were supposed to be the ‘target’ of the reform. Such situation, in which the reformers were expected to reform themselves, has resulted in numerous incidences of sabotage, delay, obstruction, and distortion of the reform. This article concludes that it is crucial to consider the local contexts in which reform initiatives are adopted, interpreted, accepted, legitimated, and concretized for implementation. Points for practitioners Administrative reform often brings unintended consequences. New Public Management-inspired reform, with its intention to weaken the strong elite bureaucracy, could ironically result in the augmentation of the bureaucracy. The main reason for this is because it is usually the bureaucrats themselves who design and manage the process of administrative reform. It is also the elite bureaucrats who define, operationalize, and implement specific reform measures. Therefore, it is crucial for the reform supporters to ensure adequate popular oversight mechanisms outside the bureaucracy at various stages of the reform process, such as citizen monitoring or civic participation.

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The international diffusion of public sector downsizing: network emulation and theory-driven learning

Lee¹,

Strang²

2008

The Global Diffusion of Markets and Democracy

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We examine change in the size of the public sector between 1980 and 1997 across twenty-six Organization for Economic Cooperation and Development OECD! member nations, with particular attention to diffusion dynamics+ General method of moments~GMM! analyses demonstrate imitation of shifts in government employment within the United States and mutual influence among nations that are geographically proximate and that trade extensively+ Disaggregated analyses show that downsizing is contagious while upsizing is not: proximate downsizers but not upsizers are imitated, and states act on evidence that downsizing is economically beneficial while ignoring evidence that it is harmful+ We argue that these asymmetries in emulation and learning are a product of the dominance of neoliberal and managerialist discourses that legitimate and theorize shrinking the public sector+ The twentieth century as a whole, and particularly the three decades after World War II, witnessed steady growth in government size and responsibility+ States developed extensive social safety nets, actively managed aggregate demand, and regulated a widening swath of economic and social life+ This trajectory of expansion was linked to powerful forces of economic development and demographic change, and anchored in a broad political consensus+ 1 The 1980s and 1990s saw a sea change in the rate of public-sector growth+ British Prime Minister Margaret Thatcher and U+S+ President Ronald Reagan led the way with privatization, outsourcing, and load shedding of public responsibilities+ But the shift in direction was not limited to radicals on the right+ Country reports An earlier version of this article was given at the International Diffusion of Political and Economic Liberalization Conference, Harvard University, October 2003+ We thank Frank Dobbin, Geoffrey Garrett, and Beth Simmons for organizing the conference and this symposium;

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Budgetary and Financial Management Reforms in Korea: Financial Crisis, New Public Management, and Fiscal Administration

Cited by 8 publications

References 14 publications

Reforming the nations: a global study of the Need for Future Managerial Reforms in public administration

Reforming the nations: a global study of the Need for Future Managerial Reforms in public administration

Administrative reform in South Korea: New Public Management and the bureaucracy

The international diffusion of public sector downsizing: network emulation and theory-driven learning

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