Citizen perceptions of public management: Hybridisation and post‐new public management in Japan and New Zealand

Abstract

An older body of research claims variously: a world‐wide transformation from new public management (NPM) to new public governance or post new public management (post‐NPM); a ‘layering’, where new management rhetoric and techniques are layered upon existing ones; or a ‘hybridisation’ synthesised from competing systems. More recent studies, particularly in central and Eastern Europe, suggest a nuanced and context‐specific degree of transformation. Influenced by a growing research interest in citizen perceptions of public management, this study expands this more nuanced approach by surveying local government public management perceptions of 1,140 New Zealand and 3,100 Japanese citizen online survey respondents. Using principal component analysis, we show both New Zealand and Japan exhibit degrees of hybridisation of public management paradigms, with Japan exhibiting a higher degree of eclecticism.

Satisfacción de los directores escolares sobre servicios de apoyo que ofrece la Municipalidad de Lima-Perú

“…Es el usuario como beneficiario, o tal vez como víctima directa de un servicio público bueno o malo quien tiene la capacidad de valorar con toda propiedad el servicio, conforme a sus percepciones (Massey Cobo-Beltrán, John Kendry; De La Guerra-De Urioste, Juan Pablo; Goicochea-Rojas, Deyanira , 2015). Sin embargo, si las percepciones de los ciudadanos son altamente divergentes de la autoevaluación que hacen los funcionarios; entonces, es posible que la gestión se esté realizando de espaldas a las necesidades y expectativas de la gente, lo cual podría constituir una oportunidad de aprendizaje y rectificación (Goldfinch y Yamamoto, 2019).…”

“…Es importante destacar que, considerando los planteamientos de autores como Vélez (2015); y, Cevallos (2017), consultas como ésta reafirma la legitimidad de instancias de gobierno local como la Municipalidad Metropolitana de Lima, pues constituyen una manera de demostrar que la opinión de las personas cuenta, y ratifica el compromiso con la satisfacción de los ciudadanos / usuarios (Massey y Johnston, 2015; Piatak y Holt, 2020). Sin embargo, el impacto real en el nivel de satisfacción se observa si los resultados obtenidos se asumen como una oportunidad de aprendizaje organizacional y rectificación (Nel y Pitt, 1993;Goldfinch y Yamamoto, 2019), lo cual necesariamente conlleva a una reingeniería de los servicios prestados, en aras de optimizar la calidad y adaptación a las demandas cambiantes de los usuarios (Carman, 1990;Grönroos, 2007;Muñoz, 2009) Revista de Ciencias Sociales, Vol. XXIX, No.…”

Bibliometric Analysis of Academic Papers Citing Dunleavy et al.’s (2006) “New Public Management Is Dead—Long Live Digital-Era Governance”: Identifying Research Clusters and Future Research Agendas

“…They argued that administrative reform paradigms have shifted from traditional public administration to NPM to post-NPM and saw the one that comes later as having replaced the existing one. This argument led to the question of whether this linear trend could be detected around the world, given that Dunleavy et al (2006) reached their conclusion based on cases from only a few leading advanced countries (Goldfinch & Yamamoto, 2019; Pollitt, 2016).…”

Learning from Performance Improvement: The New Zealand Experience and Insights on How a Performance System Survives

“…It still remains to be seen whether public value and its iterations are an accurate description of change actually occurring in the state. There is a growing literature around this, with time having passed for academics to consider whether it is indeed a 'shift' or a 'layering' or some sort of hybrid (Goldfinch and Yamamoto, 2019;Macaulay, 2020). An expanding literature on public value does not necessarily mean that change as envisioned is occurring, as ongoing debates Barbara Allen Barbara Allen around the nature of change of public systemsto what extent public administration has moved from bureaucracies, to markets, to networks, and back againmay allude to the fact that the problems we hoped public value would solve have not yet been solved.…”