New public management and collaboration in canterbury, New Zealand’s freshwater management

Kirk, Nicholas; Brower, Ann; Duncan, Ronlyn

doi:10.1016/j.landusepol.2017.03.034

Cited by 13 publications

(5 citation statements)

References 25 publications

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“…Furthermore, the dominance of Pākehā agriculture within New Zealand's political economy [40] has had profound implications for Māori (New Zealand's indigenous people), who have been excluded from culturally meaningful and sustaining engagement as tangata (people) with whenua (land), or what Pākehā (European-descent New Zealanders) might describe as natural resources. Through cogovernance arrangements, legislation, and Treaty settlements through the Waitangi Tribunal, pathways have been created for Māori to participate in environmental decision-making to exercise mātauranga Māori (Māori knowledge informed by Māori worldviews), tikanga (Māori customs and law), and kaitiakitanga (stewardship).…”

Section: Introductionmentioning

confidence: 99%

Transformation Is ‘Experienced, Not Delivered’: Insights from Grounding the Discourse in Practice to Inform Policy and Theory

et al. 2018

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Calls for transformation, transformative research, and transformational impact are increasingly heard from governments, industry, and universities to recast a course towards sustainability. This paper retraces a social, qualitative, and interpretive research endeavor to contribute to broadening the conceptual base of transformation. Drawing on perspectives of practitioners involved in working with communities to bring about change in how land and water are managed, the objective of the research was to elicit a range of practice-based encounters of transformation to inform policy and theory. In identifying precursors and processes for change, the findings bring into view the often unseen internal and experiential dimensions of transformation. As such, the research provides insights on where transformation takes place, what the first step of transformation might look like, and what might be deemed transformational. The paper also builds on social practice theory to produce an explanatory model of transformational capacity that is enabled and constrained by structures, processes, understanding, and authority that impact on social practices of knowledge generation (including science) and land and water decision-making.

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Section: Introductionmentioning

confidence: 99%

Transformation Is ‘Experienced, Not Delivered’: Insights from Grounding the Discourse in Practice to Inform Policy and Theory

et al. 2018

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“…The ECan Act also gave legislative standing to the CWMS. The CWMS was designed in response to the drought in the late 1990s, subsequent desires for more water storage and a number of expensive court cases over access to water (Kirk, Brower, & Duncan, 2017). Due to pressures on freshwater, and perceptions of poor management, the Ministry of Agriculture and Forestry and the Ministry for the Environment initiated a study of freshwater resources in Canterbury.…”

Section: Consolidating " More Water" Through the Canterbury Water Mmentioning

confidence: 99%

“…In 2009, after wide public engagement and collaboration (Kirk et al, 2017), the Forum released the CWMS which aimed to "enable present and future generations to gain the greatest social, economic, recreational and cultural benefits from our water resources within an environmentally sustainable framework" (Canterbury Water, 2010, p. 6). Central to the CWMS was a desire to move from effects based, ad hoc water management towards an integrated approach (Lomax et al, 2010).…”

Section: Consolidating " More Water" Through the Canterbury Water Mmentioning

confidence: 99%

More water: The rise of a singular vision for rural development

et al. 2020

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This paper traces the emergence and dominance of a singular discourse about rural development. The “more water” discourse that emerged in the 2000s in Canterbury was rooted in the idea that vibrant communities depend on economic growth, which hinges on accessing more freshwater for irrigation. Using thick description of the work of a catchment committee, this paper charts the dominance of this discourse and the attempts to channel “more water” through a tightly controlled collaborative and consensus‐based approach. More democratic processes would welcome difference, questioning of prevailing approaches to development, and may lead to more diverse economies and resilient communities.

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“…NPM may be understood as a collection of strategies and techniques that are used to enhance productivity in the public sector [1]. NPM focuses on reducing bureaucracy and increasing accountability for results, and it involves adopting private sector management practices [2]. Accountability for results requires managers to establish goals and specify the outputs required to meet these goals [3].…”

Section: Introductionmentioning

confidence: 99%

New Public Management in Abu Dhabi: Effects on Employee Loyalty, Organizational Citizenship Behaviors, and Work–Life Balance

Hebsi

Wilkins

2022

Merits

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Encouraged by the perceived success of new public management (NPM) in other nations globally, the Abu Dhabi government adopted this system of management after 2010. To date, limited research has investigated the advantages and disadvantages of NPM for both the organization and the employee. Thus, the purpose of this study is to assess the extent to which NPM influences employee behaviors, particularly focusing on any possible negative effects of NPM on employee work–life balance. An exploratory, inductive, qualitative research method was adopted, which involved a total of 42 semi-structured interviews, conducted in two rounds with 21 public sector managers in Abu Dhabi. It was found that the strategic objective of maximizing customer satisfaction increased the workload of most managers, and one-third of our research participants perceive that their work–life balance has deteriorated since NPM was adopted. However, removing levels from organizational hierarchies and increasing individual responsibilities were generally reported as motivating. Although studies undertaken in other countries have suggested a link between NPM and worsening employee work–life balance, this link does not always hold true among our participants. Indeed, most individuals reported high levels of loyalty toward their organization and high levels of organizational citizenship behaviors. The reasons for these positive outcomes are explained.

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New public management and collaboration in canterbury, New Zealand’s freshwater management

Cited by 13 publications

References 25 publications

Transformation Is ‘Experienced, Not Delivered’: Insights from Grounding the Discourse in Practice to Inform Policy and Theory

Transformation Is ‘Experienced, Not Delivered’: Insights from Grounding the Discourse in Practice to Inform Policy and Theory

More water: The rise of a singular vision for rural development

New Public Management in Abu Dhabi: Effects on Employee Loyalty, Organizational Citizenship Behaviors, and Work–Life Balance

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