Program Strategy and Coalition Building as Facets of New Public Management

Marsh, Ian

doi:10.1111/1467-8500.00127

Cited by 7 publications

(3 citation statements)

References 9 publications

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“…). Multi‐criteria analyses, identification of trade‐offs, articulation of uncertainties, and vigorous stakeholder engagement processes (Walker ) are required. They require sustained, long‐term implementation timeframes (Kiser and Ostrom ; Marsh ) over multiple electoral cycles (Blanchard ). Implementation typically requires both horizontal and vertical policy integration (Pittock et al. ).…”

Section: Introductionmentioning

confidence: 99%

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Thinking Strategically in Federal Policy: Defining the Attributes of High‐level Policies

Samnakay

2016

Aust J Public Adm

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Governments frequently develop policies that are strategic in nature. Strategic issues at the national level are those requiring long timeframes for impact, coordinated approaches across multiple tiers of government, are cross-sectoral, and require systemic approaches to design and implementation. Yet the process of how national strategic polices are developed and implemented in Australia is unclear, and largely unattended in the literature. This paper provides a foundation to understanding the characteristics of strategic polices and approaches to their development. Five national policies are compared (National Competition Policy, National Strategy for Ecologically Sustainable Development, the Strategic Roadmap for Australian Research Infrastructure, Australia in the Asian Century, and the National Food Plan) and discussed. An analytical framework is constructed and key attributes of strategic policy identified.

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Section: Introductionmentioning

confidence: 99%

“…They require sustained, long‐term implementation timeframes (Kiser and Ostrom ; Marsh ) over multiple electoral cycles (Blanchard ).…”

Section: Introductionmentioning

confidence: 99%

Thinking Strategically in Federal Policy: Defining the Attributes of High‐level Policies

Samnakay

2016

Aust J Public Adm

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“…This uncertainty is partially the consequence of New Public Management (NPM). According to Marsh (1999), NPM started in the 1980s, when globalization spread and an economic crisis forced a new model of the organization and provision of public services in all western countries. The Weberian principles of bureaucratic hierarchy, planning, centralization, and direct control were replaced by a management culture, which wanted to make the social sector as market-oriented as any business.…”

Section: Introductionmentioning

confidence: 99%

Researching how and what teachers learn from innovating their own educational practices: the ins and outs of a high-quality design

Stam

Miedema

Onstenk

et al. 2013

International Journal of Qualitative Studies in Education

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General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. This article describes experiences with a qualitative research project into teachers' learning from innovating their own educational practices. Decades of New Public Management (NPM) in the Netherlands, with its top-down and businesslike approach to areas of public interest, obscured the learning and innovating capacity of teachers, teams, and schools. Merely studying the learning processes which take place at a teacher level would present insufficient insight into the deeper mechanisms which hinder or stimulate learning from innovation in a bottom-up manner. We, therefore, focused on the relations between different layers (individual, systemic) within schools. A high-quality design was required for answering the research question: How and what do teachers learn from innovating their own educational practices? This article elaborates upon this design and discusses the methodological findings and complications of this type of research.

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Connecting Soft Systems Thinking with Project Management Practice: An Organizational Change Case Study

Costello

Crawford

Bentley

et al. 2002

Systems Theory and Practice in the Knowledge Age

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Program Strategy and Coalition Building as Facets of New Public Management

Cited by 7 publications

References 9 publications

Thinking Strategically in Federal Policy: Defining the Attributes of High‐level Policies

Thinking Strategically in Federal Policy: Defining the Attributes of High‐level Policies

Researching how and what teachers learn from innovating their own educational practices: the ins and outs of a high-quality design

Connecting Soft Systems Thinking with Project Management Practice: An Organizational Change Case Study

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